Empowerment and Effective Leadership in the Workplace

Leadership is often accompanied by a strong desire to make an impact and leave a lasting legacy.

In their eagerness to bring about change, many leaders introduce new initiatives and innovations to establish their presence.

While this approach can be commendable, it is important to recognise that change is not always necessary, particularly in environments where systems and structures are already functioning effectively.

True leadership lies not only in driving transformation but also in respecting and nurturing the existing organisational culture.

Most leaders are eager to make their presence felt in any new role.

In some cases, they may try too hard to implement changes and introduce innovations which, while well-intentioned, are not always necessary.

RESPECT IS A CORE VALUE

While change can be beneficial, it is equally important to consider the existing organisational culture, especially when the department or organisation is already performing well.

Disregarding organisational culture in the name of implementing new changes can sometimes hinder progress rather than enhance it.

This is not to downplay the fact that some organisations or departments may require urgent and significant changes to improve their performance.

However, when a system is already functioning effectively, it may be more prudent for a leader to focus on enhancing the existing culture rather than overhauling it.

The key is to strike a balance between making meaningful changes and respecting the organisational culture.

If needed, introducing innovations gradually, rather than imposing too many or wholesale changes at once, is crucial.

Sudden and extensive changes can overwhelm employees and disrupt workflows.

Moreover, a good leader recognises the value of traditions that work and builds on them rather than eliminating them.

For instance, if you take up a leadership role at a school where a school journal is used to document events and activities, it would be unwise to discard it unless you have a more effective alternative.

The focus should be on respecting and possibly enhancing such practices instead of dismissing them entirely.

ESSENTIAL TOOLS

Additionally, a leader has a responsibility to groom and empower those they work with.

While leaders often have the final say in decision-making, it is vital to entertain suggestions and input from ‘subordinates’.

Empowering them fosters a sense of ownership and prepares them for future leadership roles.

Consider this: Your position will eventually be filled by someone else and it may require your immediate subordinate to act in your role temporarily.

In many cases, unfortunately, especially in the public sector, the person expected to act lacks the necessary capacity because they were not mentored or exposed to critical responsibilities by their superior.

Some leaders attend every event or engagement, even those where their presence is unnecessary, denying their subordinates the opportunity for exposure and growth.

On the other hand, there are leaders who misuse delegation under the guise of empowerment.

Some supervisors become complacent and offload tasks that are their responsibility onto their subordinates.

Delegation is an essential tool but it must be used judiciously.

As a leader, you receive better benefits and privileges because you bear greater responsibilities.

While delegating tasks is crucial for empowering and preparing colleagues, it should not become an excuse to overburden them with additional work meant for you.

COMMITMENT

Finally, when you join an organisation, especially in a leadership role, it is natural for colleagues, particularly subordinates, to compare you to your predecessor.

Understanding and learning about the individual you are replacing can help you navigate your new environment more effectively.

This knowledge can guide you on making informed decisions and building trust with your team.

In conclusion, effective leadership requires thoughtful consideration of organisational culture, a commitment to empowering subordinates, and a balanced approach to change.

By embracing these principles, leaders can create a positive, supportive and cohesive working environment.

• Asser Nakale is an assistant archivist in the ministry of education, Oshikoto region. This article is written in his personal capacity; Facebook: Asser L N Nakale; email: laudikanakale@gmail.com