Empowerment and Delegation

I’ve been working with a local charter school on getting morale and cohesion improved. While working with the principal and office staff several things have been asked. Most significantly is how to empower and delegate tasks effectively. It seems this is a major problem in a lot of organizations and one that is easy to answer but perhaps more difficult to do. They do boil down to management styles and effective leadership.

Empowerment and delegation fit into the participative leadership picture in a few ways.  According to Sorrenson (2000) both of these variables are very important issues to consider in management.  Participative leaders are very successful at empowering their employees, making them feel proud to be a part of the organization and the direction they are going (Sorrenson, 2000).  There is also a high correlation in delegation in this culture where managers give an expectation to the employee and expect the employee to find their own path to get there.

Zhu, May, and Avolio (2004) also found that leadership style has an effect on empowerment.  Being empowered by a leader who improves self efficacy will lead to organizational commitment from the employee.  This should be incentive for managers to invest in empowering their employees to improve and participate in their own advancement.  By empowering the employee and delegating more responsibility to them, the employee will invest more effort into doing their job better.


Sorrenson, R. L. (2000). The contribution of leadership style and practices to family and business success. Family Business Review, 13(3), 183-200. DOI: 10.1111/j.1741-6248.2000.00183.x.

Zhu, W., May, D.R., & Avolio, B.J. (2004). The impact of ethical leadership behavior on employee outcomes: the roles of psychological empowerment and authenticity. Journal of Leadership & Organizational Studies, 11(1), 16-26. DOI: 10.1177/107179190401100104.