NCJ Number
203004
Journal
Law and Order Volume: 51 Issue: 10 Dated: October 2003 Pages: 88,90
Date Published
October 2003
Length
2 pages
Annotation
Creating high performance organizations through team building and employee empowerment must be accompanied by accountability, which involves assessing each employee's capabilities and motivation and supervising them accordingly within the input and implementation phases of organizational change and performance.
Abstract
The leadership philosophy of employee empowerment and team-building provides the context for most employees in an organization to appreciate the benefits and advantages of the objectives and any change in organizational policies; however, regardless of the existence of these features of leadership and organizational management, there will be a small but critical percentage of employees whose lack of ability and/or negative attitudes can impede organizational performance. Employees generally fall into four categories of leadership maturity: willing and able; willing but unable; unwilling but able; and unwilling and unable. Leaders within the organization must identify where each employee falls within these four categories. The amount of input an employee has into the decisionmaking process must be determined by the level of ability and leadership maturity demonstrated by that person. The process of determining the amount of input employees have based upon their ability and leadership maturity is what constitutes holding employees accountable for their actions.