Every leader has a behavioral style that defines how they are seen by others. No matter what that behavioral make-up…
Offering employees a say in the decisions that affect them is one of the best tools for engaging their hearts, minds and souls so they are motivated to give their all – and to make better choices as a company. However, many business leaders have let employee engagement fall by the wayside while trying to navigate the post-recession economy – and inadvertently made it harder to achieve the results they want.
Last week I was looking for something to read and I found a dusty book on my book shelf titled “The Goal: A Process on Ongoing Improvement” by Eiyahu M. Goldratt and Jeff Cox. This is one of the most influential books I have read years ago when I was a partner at the audit division with Arthur Andersen in Caracas, Venezuela.
The term “employee empowerment” has been regarded by critics as an exercise to change the attitudes of workers, so they can work harder rather than giving them any real power. In other words, empowerment was linked to “attitudinal shaping.” However, recent research suggests that people empowerment is a key element contributing to employee engagement and well-being.