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High involvement leadership: moving from talk to action

Ann Howard (President of the Leadership Research Institute and Senior Consultant for the Development Dimensions International, New Jersey, USA)

Empowerment in Organizations

ISSN: 0968-4891

Article publication date: 1 December 1997

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Abstract

Finds in a study across 25 organizations more talk about high‐involvement leadership than effective implementation. Part of the problem was that senior managers wore rose‐coloured glasses when viewing high involvement in their organizations, which obscured the need for more action. There were many other barriers to empowerment, including a lack of appropriate rewards, mistrust and lack of self‐motivation on the part of front‐line employees, and leaders’ skills. Identifies various factors that hurt and helped high‐involvement leadership. But if used well, empowering leadership practices had handsome payoffs for leaders, their direct reports, and organizational effectiveness. Makes five recommendations to help managers implement high‐involvement leadership better.

Keywords

Citation

Howard, A. (1997), "High involvement leadership: moving from talk to action", Empowerment in Organizations, Vol. 5 No. 4, pp. 185-192. https://doi.org/10.1108/14634449710190278

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited