Description

This thesis aims to develop an employee conceptual framework by exploring how employees can empower themselves. Consulting for businesses on operations and strategy has led to many discussions on why employees at all levels often feel that they cannot contribute positively to their businesses. The inability to make these decisions seems to be due to their perception that they cannot empower themselves. Employees believe that only those with greater authority can bestow empowerment.
The researcher identified a gap in the research and current knowledge related to employee self-empowerment. There is noteworthy research related to empowerment and self-empowerment; however, there is no simple or easy-to-understand self-empowerment framework that employees can follow should they wish to empower themselves. This qualitative phenomenological study used the Repertory Grid to identify the constructs of fifteen purposefully selected mid-level managers through structured interviews. The seven emerging themes of purpose, assurance, intentionality, decision-making, alignment, engagement and agility were arranged to develop a self-empowerment conceptual framework. These were aligned with the seven quantum skills designed to influence the employee's thinking. The skills of seeing, thinking and feeling will create greater intentionality. The skills of knowing, acting and trusting will help employees embrace volatility. The seventh skill of being combines the previous six to help employees cultivate interdependent relationships.
The self-empowerment framework suggests a process that employees can follow to empower themselves and develop their leadership competencies and practices, which in turn encourage the emerging behaviours of alignment, engagement and agility as discussed in the TIPS Managerial Leadership framework.
The potential implications of this study are that employees can develop a positive mindset and purpose by using quantum thinking. In addition, a positive attitude implies that employees will be agile and outward-focused.
The resulting behavioural change can positively impact performance and help cultivate leadership competencies and practices. Moreover, the difference in a single employee's behaviour can influence their colleagues' behaviour, resulting in improved company performance and profitability.