Culture icon

Empower to Engage

Tap the potential of the number one driver of employee engagement.


This content requires an active subscription.

Access this content by logging in with your McLean & Company membership or contacting one of our representatives for assistance.

Speak With A Representative Sign In
or Call: 1-877-281-0480 (US) or 1-877-281-0480 (CAN)


Please note that the content on this page is retired. This content is not maintained and may contain information or links that are out of date.

View Storyboard

Solution Set Storyboard thumbnail


  • ING Direct
  • Safran Electronics Canada, Inc.
  • Columbia Ultimate Inc.
  • JLSC Inc.
  • Monarch HealthCare Medical Group
  • Home Sales Company Inc.

Your Challenge

  • Recent rounds of downsizing have dramatically cut middle management ranks. Fewer managers now oversee more employees than they did twenty, ten, or even five years ago.
  • Fewer management-level decision makers means more critical decision delays and hurried decision-making if front line staff don’t have the ability and authority to make those decisions.
  • Extrinsic motivators like money and rewards no longer motivate employees. Intrinsic motivators like autonomy, professional pride, and trust are the true drivers of individual and business performance and can be reached through empowerment of employees.
  • Although many individuals recognize the importance of empowering employees, a lot of organizations are still of the “command and control” style of management, and it is intimidating to go against a culture that is reinforced by the senior management team.

Our Advice

Critical Insight

  • Effective employee empowerment is the biggest driver of employee engagement, a current hot topic in the HR world. Only 3% of disengaged employees are empowered.
  • In addition to their engagement levels, empowered employees provide stronger customer service, are more productive, and are likely to stay at the organization for much longer than disempowered employees.
  • Despite this, many managers are reluctant to give up control due to low trust in employees’ abilities to make the right decisions. On the other hand, many managers delegate all responsibilities with few boundaries in an attempt to empower.
  • Although more organizations are beginning to recognize the impact of employee empowerment, on average only 34% of employees are empowered.
  • As a manager, you are responsible for fostering an environment in which an employee can be empowered, and you must provide them with appropriate opportunities. However, empowerment is not something you give employees – they must take the initiative and be willing. 

Impact and Result

  • Recognize and demonstrate the organizational and individual benefits that come with empowering employees.
  • Understand how organizational support of empowerment and employee capacity affect the degree to which you can empower each of your employees.
  • Start successfully empowering employees while offering them the support they need to reach their goals and the organization’s objectives.

Research & Tools

1. Recognize how empowering employees can impact the bottom line and employee engagement levels

Start empowering your employees effectively and appropriately.

2. Provide employees with an authority matrix

Set boundaries that employees have the freedom to work within.

Talk to an Analyst

Our analyst calls are focused on helping our members use the research we produce, and our experts will guide you to successful project completion.

Book an Analyst Call on this topic.

You can start as early as tomorrow morning. Our analysts will explain the process in your first call.

Get advice from a subject matter expert.

Each call will focus on explaining the material and helping you to plan your project, interpret and analyze the results of each project step, and setting the direction for your next project step.