Discussion Reply 1
An essential step in John Kotter’s eight-stage change leadership process is the empowerment of employees to take broad-based action (Kotter, 2012). This stage focuses on providing employees with the freedom and necessary resources to assume responsibility for the change process and actively propel it forward.
Widespread participation is crucial for achieving broad-based action. According to Iqbal et al. (2024), greater involvement promotes improved decision-making, resulting in a highly motivated workforce that actively participates in future decision-making efforts. The key is not to depend exclusively on a small group of ambitious individuals to lead the transformation. When a substantial proportion of the labor force feels empowered to make contributions, the potential for innovation and success increases significantly. Envision the combined ingenuity and ability to solve problems that is set free when people from different departments can exchange ideas and interact efficiently.
Nevertheless, there are other impediments that can impede the effective execution of this strategy. The absence of trust between leaders and employees is a significant obstacle. When employees see that their judgment or abilities are not appreciated, they will be less inclined to proactively act or make decisions (Aripin et al., 2023). Vague objectives worsen the problem. It is crucial for employees to possess a comprehensive comprehension of the intended result and the way their position directly contributes to its accomplishment. In the absence of this lucidity, individuals may experience confusion and uncertainty regarding their ability to engage in a meaningful manner. Aripin et al. (2023) highlights that a comprehensive comprehension of the subject matter serves as a driving force for employees to actively communicate their ideas and make valuable contributions towards the achievement of the company’s objectives.
Moreover, a lack of enough resources can severely hinder even the most motivated team. Consider the challenge of ascending a mountain with only a teaspoon as your tool. Insufficient resources, such as inadequate tools, training, or budget constraints, can significantly impede staff endeavors. Likewise, inflexible hierarchical systems that include excessive control inhibit employee freedom and discourage self-directed behavior. Kotter (2012) cautions that if structural hurdles are not swiftly eliminated, people may get disillusioned and disengaged from the transformation effort.
The apprehension of failing is an additional substantial barrier. In a society that penalizes errors, workers are less inclined to engage in risky behavior or experiment with novel methods, so suppressing innovation and resulting in a state of inactivity. Ultimately, restricted communication might foster a sense of detachment among staff. If individuals are not provided with information about the change process and their involvement in it, they may experience a lack of commitment and be less inclined to give their maximum capabilities. Employees who feel discouraged and disempowered are unlikely to contribute to the success of firms in a globalizing economic climate (Kotter, 2012).
I have firsthand experienced the efficacy of empowering employees. During a prior position, I was a member of a team responsible for executing the implementation of a novel software system. The management deliberately included us in the decision-making process and motivated us to generate innovative solutions for the difficulties that emerged throughout implementation. This enabled us to assume responsibility for the project and collaborate effectively to ensure its success.
Most companies have been increasing empowering individuals to promote creativity and organization success. Facebook and Google are renowned for their employee empowerment tactics, which have resulted in elevated levels of employee engagement and retention. According to Hoong et al. (2023), employee empowerment has the most significant impact on workplace productivity compared to other motivational elements.
An industrial best practice that has arisen is the utilization of cross-functional teams to address intricate difficulties. Mutambara and Thanduxolo (2023) propose that fostering interdisciplinary collaboration can enhance problem-solving abilities and result in more comprehensive decision-making processes. Organizations can hinder the power of multiple viewpoints and skills by assembling personnel from various departments and organizational levels, thereby promoting innovation, and facilitating transformation.
In the bible, Proverbs 27:18 (King James Bible, 1769/2017) states that: “Whoso keepeth the fig tree shall eat the fruit thereof: so, he that waiteth on his master shall be honoured.”
This verse might be viewed as emphasizing the significance of trust and empowerment. Leaders who empower staff are creating an atmosphere of ownership and responsibility, like how a caretaker is given the duty of caring for a fig tree and reaps the benefits of their efforts.
In general, giving employees the authority to take wide-ranging action is a vital strategy for promoting successful transformation within firms. Companies may foster a culture of collaboration, creativity, and continuous improvement by empowering employees with the autonomy and resources necessary to take ownership of the change process.
References
Aripin, N. M., Hussain, S., & Nawanir, G. (2023). Movers and Shakers: Leadership Attributes for a Successful Lean Manufacturing Implementation. Global Business and Management Research, Suppl.Special Issue Theme: Economic Transformation and Sustainability, 15(2), 116-126. https://go.openathens.net/redirector/liberty.edu?url=https://www.proquest.com/scholarly-journals/movers-shakers-leadership-attributes-successful/docview/2852025076/se-2Links to an external site.
Hoong, C. K., Ying, C. Y., Yoke, C. C., Yang, K. J., & Gan, G. G. G. (2023). Motivational Factors of Productivity: The Perspective of Employees. Global Business and Management Research, Suppl.Special Issue: 3rd International Conference on Business Sustainability and Innovation (ICBSI 2022), 15(3), 51-66. https://go.openathens.net/redirector/liberty.edu?url=https://www.proquest.com/scholarly-journals/motivational-factors-productivity-perspective/docview/2889696422/se-2Links to an external site.
Iqbal, S., Bureš, V., Zanker, M., Abdullah, M., & Tootell, B. (2024). A System Dynamics Perspective on Workplace Spirituality and Employee Behavior. Administrative Sciences, 14(1), 7. https://doi.org/10.3390/admsci14010007Links to an external site.
King James Bible. (2017). King James Bible Online. https://www.kingjamesbibleonline.org/Proverbs-27-1… work published 1769)
Kotter, J. P. (2012). Leading Change, With a New Preface by the Author. Harvard Business Review Press. https://mbsdirect.vitalsource.com/books/9781422186442Links to an external site.
Mutambara, E., & Thanduxolo, J. C. (2023). CRITICAL ROLE PLAYERS IN ENSURING ORGANISATIONAL FUNCTIONALITY IN DISRUPTIVE TIMES AT THE KWAZULU-NATAL DEPARTMENT OF EDUCATION, SOUTH AFRICA. Gender & Behaviour, 21(1), 21304-21329,21319A. https://go.openathens.net/redirector/liberty.edu?url=https://www.proquest.com/scholarly-journals/critical-role-players-ensuring-organisational/docview/2895425149/se-2Links to an external site.
Rahi, S. (2023). Fostering employee work engagement and sustainable employment during COVID-19 crisis through HR practices, employee psychological well-being and psychological empowerment. Industrial and Commercial Training, 55(3), 324-345. https://doi.org/10.1108/ICT-04-2022-0023
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