I agree with the response that empowerment should not face criticism because the outcome will benefit not only the leader but also the employee and the organization as a whole. Empowering the employees instead of micromanaging them, have been found to help build potential leaders for the future. The team leaders are always accountable for the team results, and by allowing some degree of autonomy to the team members, the organization can improve creativity and develop responsible future leaders who can lead the organization to success. Despite the critique that empowerment makes no one accountable, delegating duties to the employees and allowing them to make decisions can improve the accountability of the employees ( Burke, 2016 ). When a leader empowers the employee to make decisions and to have things done with reasonable judgment, it tells the employees of the trust the leader has on him/her. Based on this, the employee becomes accountable, knowing that the boss has trust and confidence in the abilities to accomplish tasks.
The leaders should, therefore, remove the barriers to employee empowerment and build a group of potential leaders for the future. Empowerment also helps promote job satisfaction, which is then translated to improved productivity. Empowerment makes the employee feel valued by the manager, and this increases the level of job satisfaction. It makes them feel that they are valuable assets of the organization and that their contributions are valued. As a result, empowerment should not receive criticism because it plays a significant role in preparing workers for excellent leadership skills.
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References
Burke, R. J. (2016). Human resource management applications in the developing world: Empowering employees. Iranian Journal of Management Studies , 9 (4), 795-800.
