有領導風格的授權

你的領導風格是情境性的。你的領導風格取決於任務、團隊或個人的能力和知識、可用的時間和工具以及期望的結果。

作為首長、經理或團隊領導者，你每天都要作出决定，决定在每一個工作場合中採用什麼樣的領導風格。你希望促進員工的參與和員工賦權，使你的團隊成員能够盡最大努力工作。

這些成功授權的技巧將幫助向你您報告的人員在獲得最大授權時獲得成功。當他們成功了，你就成功了。永遠不要忘記職場成功的內在聯系。

領導風格提示

1. 無論何時可能，當委託工作時，給那個人一個完整的任務。（如果你不能給員工一個完整的任務，請確保他們理解你分配給他們的任務所包括的項目或任務的總體目的。）如果可能，將它們連接到管理或計畫工作組。工作人員在意識到大局時作出最有效的貢獻。
2. 當員工覺得自己屬於比自己更重要的事情時，他們就是更有效的執行者。通過給他們一個完整完整的畫面，你可以確保他們感覺自己是整個計畫的一部分。這使他們覺得在事情的安排中更重要。瞭解預期目標、期望和結果的人對自己的工作做出更好的决定，因為他們有自己作出决定的背景。
3. 確保員工完全理解你要他們做什麼。提出問題，觀察工作表現，或者讓員工給你迴響，以確保你的指導被理解。沒有人想做錯事，或者看著自己的努力和貢獻沒有產生影響。囙此，確保你和員工分享你委派的每一項任務的目標和期望結果的含義。
4. 如果你有一個成功的結果或產出會是什麼樣子的圖片，與員工分享你的圖片。你想糾正這個人。你不想愚弄你授權給他的人去完成一項任務，相信除非你那樣想，否則任何結果都會發生。你的員工寧願和你分享你要找的東西，也不願讓他們猜。
5. 確定項目的關鍵點，或者你想要對進度進行回饋的日期。這是關鍵路徑，提供你需要的回饋，而不會導致你微觀管理您的直接報告下屬或團隊。你需要確保所委託的任務或項目處於正軌。你還需要有機會影響項目的方向以及團隊或個人的決策。如果你從一開始就指定了這條關鍵路徑，你的員工就不太可能感到被微管理，或者你好像在監視他們的每一步。
6. 確定用於確定項目成功完成的度量或結果。這將使業績發展規劃更加可衡量，也更加不主觀。
7. 事先確定你將如何感謝和獎勵員工成功完成你委託的任務或項目。這種認知加强了員工的積極自我形象、成就感以及認為他是關鍵貢獻者的信念。

使用授權作為領導風格的注意事項

授權可被接受更多工作的員工視為傾銷。年輕的員工會抱怨說，雖然他對更負責任的工作和迎接新的挑戰非常感興趣，但他覺得他的經理大部分時間只是給他更多的工作去做。

因此，一些被授權的工作更具挑戰性；出席會議期間他幫助影響開發產品的方向是具有挑戰性的、令人興奮的和負責任的。

他相信他的經理不理解這種差異，所以他把大部分時間都花在了更多平凡、重複性的工作上。這種工作量使他工作時間長，週末也長，影響了他承擔更多責任的能力和家庭義務。

無可否認，任何工作都有它那份必須完成的日常任務。有些人不喜歡歸檔，有些人不喜歡給客戶開帳單。有些人也不喜歡洗碗或倒洗碗機。但是，經理必須謹慎地平衡更多的工作授權和要求更多的責任、權力和挑戰的工作授權。

成功的授權作為一種領導風格需要時間和精力，但是值得花時間和精力幫助員工參與和賦予員工權力作為一種領導風格獲得成功。花時間和精力幫助員工成功、發展和滿足你的期望是值得的。你培養了員工的自信，那些感覺成功的人通常都是成功的。

Leadership empowerment

Your leadership style is situational. Your leadership style depends on tasks, team or individual abilities and knowledge, available time and tools, and desired outcomes.

As a leader, manager or team leader, you make decisions every day about what leadership style to adopt in every workplace. You want to promote employee participation and empowerment so that your team members can work as hard as possible.

These successful empowerment techniques will help those who report to you to succeed in getting the most empowerment. When they succeed, you succeed. Never forget the intrinsic link between success in the workplace.

Leadership Style Tips

1. Whenever possible, when delegating work, give that person a complete task. (If you can't give employees a complete task, make sure they understand the overall purpose of the project or task that you assign them.) If possible, connect them to a management or planning working group. Staff make the most effective contribution when they are aware of the overall situation.
2. Employees are more effective implementers when they feel they belong to something more important than themselves. By giving them a complete picture, you can make sure they feel part of the whole project. This makes them feel more important in the arrangement of things. People who know the expected goals, expectations and outcomes make better decisions about their work because they have their own backgrounds for making decisions.
3. Make sure employees fully understand what you want them to do. Ask questions, observe performance, or ask employees to respond to you to ensure that your guidance is understood. No one wants to do something wrong, or watch their efforts and contributions have no impact. In this way, make sure that you and your employees share the meaning of the goals and expected outcomes of each task you delegate.
4. Share your pictures with employees if you have a successful outcome or output. You want to correct this person. You don't want to fool the person you delegate to accomplish a task, and believe that unless you think that way, anything will happen. Your employees would rather share what you're looking for than let them guess.
5. Identify the key points of the project, or the date on which you want to feedback on the progress. This is the critical path to providing the feedback you need without causing you to micromanage your direct reporting subordinates or teams. You need to make sure that the tasks or projects you delegate are on track. You also need opportunities to influence the direction of the project and the decisions of the team or individual. If you specify this critical path from the beginning, your employees are less likely to feel micromanaged, or you seem to be monitoring every step of their lives.
6. Determine the metrics or results used to determine the successful completion of a project. This will make performance development planning more measurable and less subjective.
7. Determine in advance how you will thank and reward employees for successfully completing the tasks or projects you have entrusted to them. This recognition strengthens employees'positive self-image, sense of achievement and belief that they are key contributors.

Empowerment as a Caution of Leadership Style

Empowerment can be regarded as dumping by employees who accept more work. Young employees complain that although he is very interested in more responsible work and meeting new challenges, he feels that his manager spends most of his time just giving him more work to do.

As a result, some of the mandated tasks are more challenging; it is challenging, exciting and responsible for him to help shape the direction of product development during the meeting.