Empowerment, Disempowerment And Social Change – Coursework Example

Empowerment, Disempowerment, and Social Change al Affiliation) In the contemporary world, managers prefer being democratic as opposed to practicing autocratic leadership styles. As such, employees become empowered (Goldsmith, Baldoni, & McArthur, 2010). The secret behind such a leadership style lies on communication. Effective communication disintegrates the thought of the hierarchical structures by building confidence among the employees. In addition, open communication enhances accountability and builds on a sense of authority over individual work (Baumeister, 2007). To crown it all, individuals are empowered if their efforts are noticed and rewarded. On the other hand, empowerment is compromised when employees feel threatened; that is, operate under a ‘tight’ or closed hierarchical structure. Such a structure does not allow open communication; hence, individuals become alienated from authority. Individuals can mitigate personal disempowerment by having a positive attitude towards activities. For example, students will develop a positive attitude towards learning if the teachers provide room for failing and learning from mistakes. In addition, it is argued that communication is therapeutic. As such, individuals become empowered by communicating with different individuals of higher ranking whether in the workplace or school.
Personal empowerment results in collective empowerment. In a situation whereby every individual within a group becomes accountable for his or her actions, the entire group becomes accountable; hence, collective empowerment. Similarly, if the individuals have open communication channels with the authorities (such as managers), the individual empowerment becomes collective empowerment across the entire group. Social change organizations particularly employ democratic leadership styles; hence, empowering their individual members (Wagoner, Jensen, & Oldmeadow, 2012). In that case, individual efforts are recognized through rewards and job promotions. Such measures aim at empowering the members; hence, results in job satisfaction.
References
Baumeister, I. (2007). Empowerment. Pforzheim: PFIFF c/o City Council Pforzheim, Local Employment Promotion.
Goldsmith, M., Baldoni, J., & McArthur, S. (2010). The AMA handbook of leadership. New York: American Management Association.
Wagoner, B., Jensen, E., & Oldmeadow, J. (2012). Culture and social change. Charlotte, N.C.: Information Age Pub.