Impact of Decision-Making Empowerment on Attributions of Leadership

Abstract

Although empowerment often makes a team more effective, managers do not use this tool extensively. One explanation for this is that managers fear that individuals will draw negative conclusions about their leadership abilities if they use an inappropriate degree of decision-making empowerment (DME). The current research explored this hypothesis, using scenarios to manipulate DME, organizational setting, manager gender, and task outcome. Officer cadets (N = 173) judged appropriateness of the manager's use of empowerment; degree of leadership shown; and willingness to work for the manager. Cadets saw high DME as significantly more appropriate than low, resulting in significantly higher leadership attributions and a greater willingness to work for the manager. Findings held regardless of context or gender. Task outcome also affected attributions.As work environments have become increasingly complex and volatile, organizational scholars have suggested that firms can reap a competitive advantage by harnessing the cognitive skills and intellectual capacities of employees at all levels in the company. Managers and supervisors have also begun to recognize that successful organizational performance requires that contemporary employees function much more like managers and supervisors themselves, demonstrating problem solving and initiative far beyond job requirements of past eras (e.g.,

Life Skill Integration in Military Physical Development at Manuhua Airbase Biak Papua, Indonesia

“…A soldier is not only required to improve physically in order to support unit duties, but also needs to be considered regarding attitudes and behaviour. The attitude of the soldier is a major appearance that is highly demanded in the military world, besides the behaviour of the soldier needs to reflect a soldier who is tough and ready to carry out the task [3].…”