ELED 3174

Unit 2 – Chapter 3 & 4

Empowering people: Treat your people right

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 Outcomes

1. Define what is meant by empowerment

2. Apply the language of empowerment and the three keys to empowerment in
order to tap peoples’ power and potential
3. Apply the three keys to empowerment and the Situational Leadership model
to develop people in an organisation
4. Explain the four stage transformational journey of effective leadership
 Topics for discussion
1. Empowerment is key
2. Tapping into people’s power and potential
3. The language of empowerment
4. The three keys to empowerment
5. Key 1: Sharing information
6. Key 2: Creating autonomy through boundaries
7. Key 3: Creating self-directed individuals and teams
8. Situational Leadership Model
9. Three leadership skills of a situational leader
10. People differ – meet them where they are
 Empowerment is key

• The art of hospitality by Danny Meyer, Union Square Hospitality Group - You
Tube
 Empowerment is key
• ‘the creation of an organizational climate that releases the knowledge,
experience, and motivation that reside in people’.
• Means taking on greater accountability and have to share the risks and
responsibilities relating to your work.
• From ‘What does my manager want me to do?’, to ‘What do I need to do to
help my company succeed?’
• Empowerment is thus a process of developing people who are able
(competent), willing (motivated) and allowed (authority and responsibility) to
use their full potential in discharging their responsibilities at work.
 Tapping into people’s power and potential
1. How do businesses use people’s power and potential to differentiate (be
different) themselves from their competitors?
 Tapping into people’s power and potential
• Enhanced Job Satisfaction and Commitment: Empowered employees often experience increased job satisfaction, leading to
greater loyalty and dedication to their roles and the organization. This heightened sense of belonging can result in improved
work performance and reduced turnover rates. [Link]
• Improved Organizational Performance: Empowerment fosters a culture of trust and autonomy, which can lead to higher
productivity levels. Employees who feel trusted and valued are more likely to contribute effectively, thereby enhancing overall
organizational performance. [Link]
• Increased Innovation and Adaptability: Empowered employees are more inclined to engage in innovative behaviors and adapt
to changes within the organization. This adaptability is particularly beneficial during periods of organizational change, as
empowered employees can make quick decisions and contribute to smoother transitions. [Link]
• Cost Reduction: Organizations that empower their employees often experience reduced costs associated with turnover and
absenteeism. Empowered employees are more likely to stay with the organization, reducing recruitment and training expenses.
[Link]
• Enhanced Employee Well-being: Empowerment contributes to a positive work environment, which can lead to improved
employee well-being. A supportive and inclusive workplace can reduce stress and burnout, contributing to higher job satisfaction
and productivity. [Link]
 The language of empowerment

FROM TO
 The three keys to empowerment
1. Key 1: Sharing information
2. Key 2: Creating autonomy through boundaries
3. Key 3: Creating self-directed individuals and teams
 Key 1: Sharing information
Why It Matters
People perform better when they understand the “why” behind their work. If employees don’t have
access to relevant information, they can’t make informed decisions, and they won’t feel trusted or
valued.
What It Looks Like in Practice
• Financial Transparency: Leaders share financial reports, budgets, and performance metrics so
employees understand the organization's health.
• Open Communication: Leaders keep employees informed about company goals, strategies, and
challenges.
• Feedback Culture: Regular updates on performance and clear expectations ensure that
employees know where they stand.
Impact of Sharing Information
• Increases trust between employees and management.
• Promotes organisational learning. (Seek, transfer and incorporate knowledge)
• Helps employees align their work with organizational goals.
• Reduces uncertainty and workplace gossip.
 Key 2: Creating autonomy through boundaries
Why It Matters
Empowerment doesn’t mean giving employees unlimited freedom—it means providing them with the
right amount of control within a well-defined framework. This ensures accountability while still allowing
room for creativity and problem-solving.
What It Looks Like in Practice
• Defining Decision-Making Authority: Clarify what decisions employees can make on their own
versus when they need approval.
• Guidelines Instead of Micromanagement: Establish core principles rather than rigid rules, so
employees have room to innovate.
• Providing Necessary Resources: Give employees the tools, training, and support they need to
succeed.
Impact of Autonomy with Boundaries
• Encourages employees to take initiative while staying aligned with company objectives and setting
personal goals.
• Reduces bottlenecks caused by waiting for approvals due to new decision-making process/rules.
• Boosts morale by showing trust in employees' abilities.
• Development of new performance appraisal process.
 Key 3: Creating self-directed individuals and teams
Why It Matters
When employees are truly empowered, they don’t need constant supervision. Instead, they take
ownership of their work, solve problems proactively, and collaborate effectively.
What It Looks Like in Practice
• Developing Leadership Skills: Training employees to think critically, make decisions, and lead
projects.
• Encouraging a Growth Mindset: Allowing employees to learn from mistakes rather than punishing
them.
• Shifting Leadership Roles: Managers become coaches and mentors rather than controllers.
Impact of Self-Directed Teams
• Employees feel more engaged and motivated.
• Teams work more efficiently and adapt to challenges faster.
• Managers can focus on strategic growth rather than micromanaging.
 THUS Leaders empower people by:

- Giving them responsibility and accountability

- Creating opportunities for people to do their best
- Giving space for initiative and creativity
- Building a team approach
- Sharing information and encouraging participation
- Giving people meaning in their work
- Listening and encouraging
- Fostering talents and ingenuity
- Treating people with dignity and respect
- Training, coaching and counselling – people-development activities.
 THUS what DISempowers?

- Lack of trust
- Not being listened to
- Having problems solved for them
- Being ‘put down’ in front of others
- Ideas or suggestions are ignored
- Not being involved in decision-making,
- Believing that they cannot make a difference
 THUS Suggested actions for enabling others to act:

- Always say “we”

- Create interactions between and among people
- Delegate
- Focus on gains and not losses
- Involve people in planning and problem-solving
- Keep people informed
- Give people important work and crucial tasks
- Give people the opportunity to be autonomous and to use their own discretion
- Be accessible
- Treat others with dignity and respect
- .
Situational Leadership Model

SLII model describes four

leadership environments or
situations, based on an
employee’s competence
(skill level) and
commitment (motivation
& confidence) for a
specific task. Each
situation requires a
different leadership style.
 SLII Model – Four Environments

Identify whether an employee is at one of the four development levels

• D1: Low competence, high commitment (enthusiastic beginner).
• D2: Some competence, low commitment (disillusioned learner).
• D3: High competence, variable commitment (capable but cautious performer).
• D4: High competence, high commitment (self-reliant achiever).
 SLII Model – Four Leadership Styles

Blanchard’s SLII model defines four leadership styles:

• S1: Directing (High Directive, Low Support) – Best for D1 employees who need clear
instructions and close supervision.
• S2: Coaching (High Directive, High Support) – Best for D2 employees who need
encouragement along with structure.
• S3: Supporting (Low Directive, High Support) – Best for D3 employees who have
skills but need confidence-building.
• S4: Delegating (Low Directive, Low Support) – Best for D4 employees who are highly
competent and self-motivated.
 Three leadership skills of a situational leader
• 1. Goal setting - All good performance starts with clear goals.
• Ensure that people understand two things first:
• What they are being asked to do (clarify their areas of accountability)
• Explain to them what good performance look like (the performance
standards by which they are going to be evaluated)
• 2. Diagnosis - Diagnose the developmental level of each direct report on
each of their goals or tasks by identifying their competence and commitment
• Competence: Sum of the knowledge and skills that an individual brings to
a goal or task
• Commitment: Person’s motivation and confidence about a goal or task
• 3. Matching - Match your leadership style to the development level of the
person you are leading
 SLII Model – Matching
1. Directing (High Directive, Low Support)
🔹 Best for: Employees who are enthusiastic beginners (D1) –
low competence, high commitment.
🔹 Situation: The employee is eager but lacks the necessary
skills.
🔹 Leader’s Role: Provide clear instructions, close supervision,
and structured guidance.
2. Coaching (High Directive, High Support)
🔹 Best for: Employees who are disillusioned learners (D2) –
some competence, low commitment.
🔹 Situation: The employee has gained some skills but may feel
discouraged or overwhelmed.
🔹 Leader’s Role: Continue to direct but also provide motivation,
encouragement, and feedback.
 SLII Model – Matching
3. Supporting (Low Directive, High Support)
🔹 Best for: Employees who are capable but cautious
performers (D3) – high competence, variable commitment.
🔹 Situation: The employee has the skills but may lack
confidence or motivation.
🔹 Leader’s Role: Provide encouragement, listen, and
collaborate rather than giving direct orders.
4. Delegating (Low Directive, Low Support)
🔹 Best for: Employees who are self-reliant achievers (D4) –
high competence, high commitment.
🔹 Situation: The employee is highly skilled, confident, and
motivated.
🔹 Leader’s Role: Give autonomy, trust them to take full
ownership, and offer occasional support if needed.
 People differ – meet them where they are
• Leadership style should be adapted based on the individual’s readiness and
development level.
• Recognize that team members vary in experience and motivation.
• Adapt leadership approach
• New or inexperienced individuals need more direction and support.
• Highly skilled or motivated individuals need less guidance and more autonomy.
• Meeting people where they are
• Builds trust and strengthens relationships.
• Fosters personal growth and development.
• Improves overall team performance.
• Key principle: Flexibility in leadership leads to better results by addressing individual
needs.
 Leadership as a four stage transformational journey
Self-Leadership:
• This is the foundation of leadership. It focuses on the leader’s ability to lead themselves
before they can effectively lead others.
• It involves personal development, self-discipline, time management, and taking
responsibility for one’s own actions.
• A strong self-leader has clarity on their values, vision, and goals, and can motivate
themselves to pursue them.
One-on-One Leadership:
• This stage is about leading individuals directly. It focuses on building relationships,
developing trust, and guiding people on a personal level.
• Leaders here need to recognize and address the unique strengths, weaknesses, and
motivations of each person they work with.
• Effective one-on-one leadership requires strong communication, empathy, and the
ability to adapt leadership style to different people.
 Leadership as a four stage transformational journey
Team Leadership:
• In this stage, leadership expands to include groups of people. It’s about leading teams
toward shared goals, fostering collaboration, and managing group dynamics.
• Leaders must develop skills in delegating, motivating, and facilitating teamwork,
ensuring everyone’s strengths are utilized and the team remains cohesive.
• Team leadership also requires the ability to resolve conflicts, set clear objectives, and
ensure accountability within the group.
Organizational Leadership:
• The final stage involves leading at a broader organizational level. Leaders at this stage
influence company culture, drive strategy, and manage change on a large scale.
• This requires vision, decision-making, and the ability to inspire and align various teams
with the organization’s overall mission and objectives.
• Organizational leaders must focus on sustainability, innovation, and creating an
environment where people can thrive across different levels of the organization.
 Outcomes

1. Define what is meant by empowerment

2. Apply the language of empowerment and the three keys to empowerment in
order to tap peoples’ power and potential
3. Apply the three keys to empowerment and the Situational Leadership model
to develop people in an organisation
4. Explain the four stage transformational journey of effective leadership
 Topics for discussion
1. Empowerment is key
2. Tapping into people’s power and potential
3. The language of empowerment
4. The three keys to empowerment
5. Key 1: Sharing information
6. Key 2: Creating autonomy through boundaries
7. Key 3: Creating self-directed individuals and teams
8. Situational Leadership Model
9. Three leadership skills of a situational leader
10. People differ – meet them where they are
 Activities in the Study Guide
1. Reflection: Empowerment culture
2. Reflection: Three keys to empowerment
3. Group activity: Scenarios: Application of the Situational Leadership Model
and three leadership skills
4. Reflection exercise: Four Levels of Leadership
 ACT 1 = Reflection: Empowerment culture
Activity 1: Reflection: Language of Empowerment
Look at the differences in words and phrases on page 40 to understand the
differences between the command-and-control organisational structure
(hierarchical culture) and the culture of empowerment.
By comparing the words in the hierarchical culture and the empowerment
culture, explain how the behaviours, attitude and expectations associated with
these words can create different organisational cultures and what influence it
may have on employees’ behaviour.
 ACT 2 = Reflection: Three keys to empowerment
1. Also read the section on the Three Keys to Empowerment on pp 41 – 51.
Reflect on the following:
A. How can the sharing of information lead to empowerment?
B. What does ‘creating autonomy through boundaries’ entail?
C. How can self-directed individuals and self-directed teams replace the
clarity and support of the hierarchy and become less dependent on the
hierarchy?
 ACT 3 = Group activity: Scenarios: Application of the
Situational
SCENARIOS: SITUATIONAL LEADERSHIP MODEL
Read the section on the three leadership skills on pages 54 – 55 in the text
book. By making use of the Situational Leadership Model (SLII Model) on page
56, please indicate (1) the development level of the individual and (2) which
leadership style will be most appropriate to the development level of the
individual.
Scenario 1:
You have appointed a very competent marketing executive from another
company. Although she has a lot of knowledge and experience in marketing, she
worked in the textile industry before, and struggles to grasp the nuances of the
food industry. She is starting to get to feel despondent as she does not achieve
the high levels of success that she was used to in the previous company.
 ACT 3 = Group activity: Scenarios: Application of the
Situational
a) Development level of marketing executive (motivate your answer)
b) Most appropriate leadership style that you should adopt (motivate your
answer)
 ACT 3 = Group activity: Scenarios: Application of the
Situational
SCENARIO 2: You and your colleague, Sipho have worked together for a few
years in the procurement division of the head office of a large franchise that
provides several restaurants across the country with fresh produce. You are
responsible for scouting and selecting the best suppliers of fresh produce.
Through the time that you have worked together you have learned how to do this
very effectively and the two of you have build an effective network of
[Link] company decided to expand the procurement division and
appointed two new employees in this section. You are promoted to the head of
the procurement division. Sipho is excited about the expansion of the section
and are also happy for you for being promoted. However, this means that you
have to manage Sipho from now on.
 ACT 3 = Group activity: Scenarios: Application of the
Situational
a) Development level of Sipho
b) Most appropriate leadership style that you should adopt (motivate your
answer)
 ACT 3 = Group activity: Scenarios: Application of the
Situational
SCENARIO 3: Nthabiseng has worked in the production line of the
manufacturing company for many years. She is supervising over 50 employees
and has been very successfully in doing that. However, the company has started
to make use of artificial intelligence to improve its processes and effectivity. That
means that the roles and responsibilities of all the production employees will
change significantly. Nthabiseng will still be responsible for supervising these
employees. However, since all the processes and roles have changed she is
very unsure and feels quite incompetent in this situation.
 ACT 3 = Group activity: Scenarios: Application of the
Situational
a) Development level of Nthabiseng
b) Most appropriate leadership style that you should adopt (motivate your
answer)
 ACT 3 = Group activity: Scenarios: Application of the
Situational
SCENARIO 4: You have appointed an experienced Industrial Psychologist to
teach post-graduate students in the Department of Industrial Psychology. The
person has an excellent academic record and has extensive experience in
training and development in various corporations in the private sector. However,
she has never been responsible for the training of students in an academic
environment. She needs some guidance in the development of academic study
guides.
 ACT 3 = Group activity: Scenarios: Application of the
Situational
a) Development level
b) Most appropriate leadership style that you should adopt (motivate your
answer)
 ACT 4 = Reflection exercise: Four Levels of Leadership

Read pages 67 – 68 in the text book and explain what four levels of leadership is
included in the four stage transformational journey and what each entails.