dc.contributor.author | Lee, AJR | |
dc.contributor.author | Willis, S | |
dc.contributor.author | Tian, A | |
dc.date.accessioned | 2018-03-07T15:21:59Z | |
dc.date.issued | 2018-03-02 | |
dc.description.abstract | Research has regularly demonstrated that when employees feel empowered at work, it is associated with stronger job performance, job satisfaction, and commitment to the organization.
Many leaders today often try to empower their employees by delegating authority and decision-making, sharing information, and asking for their input. But our recent research found that this style of leadership works best in motivating certain types of performance and certain types of employees. “Empowering” leaders should know when they can be most effective. | en_GB |
dc.identifier.uri | http://hdl.handle.net/10871/31942 | |
dc.language.iso | en | en_GB |
dc.publisher | Harvard Business Review | en_GB |
dc.relation.url | https://hbr.org/2018/03/when-empowering-employees-works-and-when-it-doesnt | en_GB |
dc.rights.embargoreason | Under indefinite embargo due to publisher policy. | en_GB |
dc.title | When empowering employees works, and when it doesn’t | en_GB |
dc.type | Article | en_GB |
dc.identifier.issn | 0017-8012 | |
dc.description | This is the author accepted manuscript. The final version is available from Harvard Business Review via the URL in this record. | en_GB |
dc.identifier.journal | Harvard Business Review | en_GB |