CINXE.COM

<!DOCTYPE html><html dir="ltr" lang="en"><head><meta charSet="utf-8"/><meta name="viewport" content="width=device-width, initial-scale=1.0"/><meta http-equiv="X-UA-Compatible" content="IE=edge"/><script>var McKinsey = {"ArticleTemplate":"","DaysSinceCMSPublication":"893","DisplayDate":"2/10/2020","OriginalPublicationDate":"11/22/2024","SitecoreId":"{2411D2AE-82C7-4B4B-8C72-2183605D23D3}","Title":"Busting a management myth: empowering employees doesn’t mean leaving them alone","ArticleType":"","ContentType":"Blog post - Practices Capabilities","ServerNumber":"","IsPageRestricted":"false","UserID":"","RegistrationDate":"","LoginStatus":"logged_out","JobTitle":"","CompanyName":"","blogTags":null,"enableRegWall":false}; var pageMetaInformation = {"CurrentLanguage":"en","AlternateLanguages":[{"DisplayName":"English","LanguageCode":"en","Url":"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone"}],"NavigationLink":"capabilities","ActiveItemId":"{263B5075-2E73-4049-ACE5-A781C619B562}","OfficeCode":"","MiniSiteId":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}"};</script><link rel="icon" href="/favicon.ico"/><link href="https://www.mckinsey.com/redesign/resources/css/styles-rc.css" rel="stylesheet"/><link rel="manifest" href="/manifest.json"/><link rel="dns-prefetch" href="//cdn.dynamicyield.com"/><link rel="dns-prefetch" href="//st.dynamicyield.com"/><link rel="dns-prefetch" href="//rcom.dynamicyield.com"/><link rel="dns-prefetch" href="//cdn.cookielaw.org"/><link rel="preconnect" href="//assets.adobedtm.com"/><link rel="preconnect" href="//connect.facebook.net"/><link rel="preconnect" href="//static.hotjar.com"/><link rel="preload" as="font" href="/next-static/fonts/bower/Bower-Bold.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/regular/McKinseySans-Regular.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium/McKinseySans-Medium.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light/McKinseySans-Light.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/italic/McKinseySans-Italic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light-italic/McKinseySans-LightItalic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium-italic/McKinseySans-MediumItalic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Light.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Regular.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Medium.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Bold.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-sans-jp/NotoSansJP-Black.ttf" type="font/ttf" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/noto-serif-jp/NotoSerifJP-Bold.ttf" type="font/ttf" crossorigin=""/><meta name="apple-itunes-app" content="app-id=674902075"/><link rel="apple-touch-icon" sizes="57x57" href="/next-static/images/mck-touch-icon-57x57.png"/><link rel="apple-touch-icon" sizes="72x72" href="/next-static/images/mck-touch-icon-72x72.png"/><link rel="apple-touch-icon" sizes="114x114" href="/next-static/images/mck-touch-icon-114x114.png"/><link rel="apple-touch-icon" sizes="144x144" href="/next-static/images/mck-touch-icon-144x144.png"/><link rel="apple-touch-icon" sizes="152x152" href="/next-static/images/mck-touch-icon-152x152.png"/><link rel="apple-touch-icon" sizes="167x167" href="/next-static/images/mck-touch-icon-167x167.png"/><link rel="apple-touch-icon" sizes="180x180" href="/next-static/images/mck-touch-icon-180x180.png"/><meta content="no-referrer-when-downgrade" name="referrer"/><meta content="McKinsey & Company" property="og:site_name" name="site_name"/><meta content="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone" name="url" property="og:url"/><meta content="index,follow,all" name="robots"/><meta content="{2411D2AE-82C7-4B4B-8C72-2183605D23D3}" name="sid"/><link href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone" rel="canonical"/><meta content="Organization" name="practice-name"/><meta content="N10" name="practice-code"/><meta content="summary_large_image" name="twitter:card"/><meta content="@mckinsey" name="twitter:site"/><title>Busting a management myth: empowering employees doesn’t mean leaving them alone</title><meta content="Busting a management myth: empowering employees doesn’t mean leaving them alone" name="twitter:title"/><meta content="Empowerment often requires more involvement, not less. In part one of this two-part series, we explore the fundamental misunderstanding of what empowerment means, and how it impacts leadership and management styles." name="twitter:description"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/leadership%20and%20organization%20blog/busting%20a%20management%20myth%20empowering%20employees%20doesnt%20mean%20leaving%20them%20alone/busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone.jpg?mw=677&car=42:25" name="twitter:image"/><meta content="Busting a management myth: empowering employees doesn’t mean leaving them alone" name="twitter:image:alt"/><meta content="Organization" name="practice-name-newsletter"/><meta content="N10" name="practice-code-newsletter"/><meta content="Blog post - Practices Capabilities" property="contenttype" name="contenttype"/><meta content="public" name="accesslevel"/><meta content="true" name="mobileready"/><meta content="2020-02-10T00:00:00Z" name="itemdate"/><meta content="Aaron De Smet | Caitlin Hewes | Leigh Weiss" name="authors-name"/><meta content="People & Organization Blog | Blog Post | February 10, 2020" name="searchresults-tags"/><meta content="Empowerment often requires more involvement, not less. In part one of this two-part series, we explore the fundamental misunderstanding of what empowerment means, and how it impacts leadership and management styles." property="og:description" name="description"/><meta content="Busting a management myth: empowering employees doesn’t mean leaving them alone" property="og:title" name="title"/><meta content="https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/leadership%20and%20organization%20blog/busting%20a%20management%20myth%20empowering%20employees%20doesnt%20mean%20leaving%20them%20alone/busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone.jpg" property="og:image" name="image"/><meta name="next-head-count" content="61"/><meta name="next-font-preconnect"/><script src="" id="onetrust-wrapperchecker" data-nscript="beforeInteractive">function OptanonWrapperChecker() {}</script><link rel="preload" href="/_next/static/css/e0c1ca92b5263a45.css" as="style"/><link rel="stylesheet" href="/_next/static/css/e0c1ca92b5263a45.css" data-n-g=""/><link rel="preload" href="/_next/static/css/985443d8095c0b48.css" as="style"/><link rel="stylesheet" href="/_next/static/css/985443d8095c0b48.css" data-n-p=""/><link rel="preload" href="/_next/static/css/5e45d445fc213154.css" as="style"/><link rel="stylesheet" href="/_next/static/css/5e45d445fc213154.css"/><noscript data-n-css=""></noscript><script defer="" nomodule="" src="/_next/static/chunks/polyfills-5cd94c89d3acac5f.js"></script><script src="https://cdn.cookielaw.org/scripttemplates/otSDKStub.js" data-document-language="true" type="text/javascript" data-domain-script="915b5091-0d7e-44d2-a8c4-cf08267e52fe" defer="" data-nscript="beforeInteractive"></script><script defer="" src="/_next/static/chunks/8391.a64dec5b7b976b97.js"></script><script src="/_next/static/chunks/webpack.7b31c4548c626f3b.js" defer=""></script><script src="/_next/static/chunks/framework.62bbe2ca94854a85.js" defer=""></script><script src="/_next/static/chunks/main.51e10588adc949ca.js" defer=""></script><script src="/_next/static/chunks/pages/_app.5f99628c3d07543d.js" defer=""></script><script src="/_next/static/chunks/3b1baa31.cd6cdac6158774d8.js" defer=""></script><script src="/_next/static/chunks/7d0bf13e.8f3383787afb45af.js" defer=""></script><script src="/_next/static/chunks/1354.c34ddc4bd7c986c8.js" defer=""></script><script src="/_next/static/chunks/408.2780008a4c2ee197.js" defer=""></script><script src="/_next/static/chunks/pages/%5B%5B...path%5D%5D.eb738e7c87df0dc8.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_buildManifest.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_ssgManifest.js" defer=""></script><script src="/_next/static/9vYT_fWQKRjfPT7lAZJdB/_middlewareManifest.js" defer=""></script> <script>(window.BOOMR_mq=window.BOOMR_mq||[]).push(["addVar",{"rua.upush":"false","rua.cpush":"false","rua.upre":"false","rua.cpre":"false","rua.uprl":"false","rua.cprl":"false","rua.cprf":"false","rua.trans":"","rua.cook":"false","rua.ims":"false","rua.ufprl":"false","rua.cfprl":"false","rua.isuxp":"false","rua.texp":"norulematch","rua.ceh":"false","rua.ueh":"false","rua.ieh.st":"0"}]);</script> <script>!function(a){var e="https://s.go-mpulse.net/boomerang/",t="addEventListener";if("False"=="True")a.BOOMR_config=a.BOOMR_config||{},a.BOOMR_config.PageParams=a.BOOMR_config.PageParams||{},a.BOOMR_config.PageParams.pci=!0,e="https://s2.go-mpulse.net/boomerang/";if(window.BOOMR_API_key="TURRK-8ADJT-WDUC5-TC32E-KV9ND",function(){function n(e){a.BOOMR_onload=e&&e.timeStamp||(new Date).getTime()}if(!a.BOOMR||!a.BOOMR.version&&!a.BOOMR.snippetExecuted){a.BOOMR=a.BOOMR||{},a.BOOMR.snippetExecuted=!0;var i,_,o,r=document.createElement("iframe");if(a[t])a[t]("load",n,!1);else if(a.attachEvent)a.attachEvent("onload",n);r.src="javascript:void(0)",r.title="",r.role="presentation",(r.frameElement||r).style.cssText="width:0;height:0;border:0;display:none;",o=document.getElementsByTagName("script")[0],o.parentNode.insertBefore(r,o);try{_=r.contentWindow.document}catch(O){i=document.domain,r.src="javascript:var d=document.open();d.domain='"+i+"';void(0);",_=r.contentWindow.document}_.open()._l=function(){var a=this.createElement("script");if(i)this.domain=i;a.id="boomr-if-as",a.src=e+"TURRK-8ADJT-WDUC5-TC32E-KV9ND",BOOMR_lstart=(new Date).getTime(),this.body.appendChild(a)},_.write("<bo"+'dy onload="document._l();">'),_.close()}}(),"".length>0)if(a&&"performance"in a&&a.performance&&"function"==typeof a.performance.setResourceTimingBufferSize)a.performance.setResourceTimingBufferSize();!function(){if(BOOMR=a.BOOMR||{},BOOMR.plugins=BOOMR.plugins||{},!BOOMR.plugins.AK){var e=""=="true"?1:0,t="",n="bdpnbeqxgy4diz2cs62q-f-8d5ac1238-clientnsv4-s.akamaihd.net",i="false"=="true"?2:1,_={"ak.v":"39","ak.cp":"19387","ak.ai":parseInt("285213",10),"ak.ol":"0","ak.cr":3,"ak.ipv":4,"ak.proto":"http/1.1","ak.rid":"2437889e","ak.r":37669,"ak.a2":e,"ak.m":"a","ak.n":"essl","ak.bpcip":"8.222.208.0","ak.cport":34818,"ak.gh":"23.53.33.206","ak.quicv":"","ak.tlsv":"tls1.2","ak.0rtt":"","ak.0rtt.ed":"","ak.csrc":"-","ak.acc":"reno","ak.t":"1732417461","ak.ak":"hOBiQwZUYzCg5VSAfCLimQ==Y+Uu4j1HyqPSC0vQH8PFjigKtxX6H/bNuSBXouftx/37eJaMt8wznlc2C4VGfYP1FJljVyw5j7GKMgvJH1zWewGrtEdo4V67RPmMIeuvsY7uM8S8yA9Iri5Itzos724CdXXPw8XQH6p0UbHlvVlhhHdYRS47tHWM0tiplkdpkdkC5hCGB/DXkJv/cMx6dh7qs9wEEHgwICCFsSu1NQ2wBw6e2hy7DSsz1SHNzAZiaJ7bpOeB/ptsru6b5fP2M+zI/7jOQFYXILc4e3t4KIOg5i8vjq4Kg7k79D4sP0MKU+0L9wNPL0LJxAfSyNSfXWBrpSRAMRQNJLmcHltI/FQwBtQu3xV+rm55lzxwkcOkqMrUpVsEyhbcNcU5MJpzPnxAzPmTGI5AN/j1ZpDQKo4K4XpueJTAlPMSEdS4Dw4uJuM=","ak.pv":"581","ak.dpoabenc":"","ak.tf":i};if(""!==t)_["ak.ruds"]=t;var o={i:!1,av:function(e){var t="http.initiator";if(e&&(!e[t]||"spa_hard"===e[t]))_["ak.feo"]=void 0!==a.aFeoApplied?1:0,BOOMR.addVar(_)},rv:function(){var a=["ak.bpcip","ak.cport","ak.cr","ak.csrc","ak.gh","ak.ipv","ak.m","ak.n","ak.ol","ak.proto","ak.quicv","ak.tlsv","ak.0rtt","ak.0rtt.ed","ak.r","ak.acc","ak.t","ak.tf"];BOOMR.removeVar(a)}};BOOMR.plugins.AK={akVars:_,akDNSPreFetchDomain:n,init:function(){if(!o.i){var a=BOOMR.subscribe;a("before_beacon",o.av,null,null),a("onbeacon",o.rv,null,null),o.i=!0}return this},is_complete:function(){return!0}}}}()}(window);</script></head><body><div id="__next" data-reactroot=""><div class="Layout_mck-c-skipbar__K684J"><a data-component="mdc-c-link" href="#skipToMain" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-medium"><span class="mdc-c-link__label___Pfqtd_2734c4f">Skip to main content</span></a></div><main class="mck-o-container--outer" data-layer-region="body" role="main" id="skipToMain"><div class="infinite-scroll-component__outerdiv"><div class="infinite-scroll-component BlogEntry_mck-c-infinite-scroller__quUMX" style="height:auto;overflow:auto;-webkit-overflow-scrolling:touch"><div class="BlogEntryContent_mck-c-blog-entry-content__ALNwo" id="blogEntry"><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class="BlogEntryHero_mck-c-blog-entry-hero__6KXgt"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xxl mck-o-container"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xxl mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11 BlogEntryHero_mck-c-blog-entry-hero__content-wrapper__Y3opD"><div class="mdc-u-ts-10 mdc-u-mb-3"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog" class="mck-u-screen-only mdc-c-link___lBbY1_2734c4f mdc-c-link--secondary___TSFam_2734c4f"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-sm___2FLYH_2734c4f mck-arrow-left-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> People & Organization Blog</span></a></div><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-lg"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2 BlogEntryHero_mck-c-blog-entry-hero__heading__2_GRQ"><div>Busting a management myth: empowering employees doesn’t mean leaving them alone</div></h1><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-7 mck-u-links-inline"><div>Empowerment often requires more involvement, not less. In part one of this two-part series, we explore the fundamental misunderstanding of what empowerment means, and how it impacts leadership and management styles.</div></div></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left mdc-c-link-container--display-column___X0HDD_2734c4f mdc-u-grid-gutter-sm"><a data-component="mdc-c-link" href="#" class="mdc-c-link-icon___SEKyg_2734c4f" role="button" aria-label="Share on linkedin" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="share" data-layer-subcategory="social" data-layer-subcategory2="linkedin" data-layer-text="Share on LinkedIn"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xl___3BEee_2734c4f mck-linkedin-thin-icon"></span></a><a data-component="mdc-c-link" href="#" class="mdc-c-link-icon___SEKyg_2734c4f" role="button" aria-label="Tweet on X" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="share" data-layer-subcategory="social" data-layer-subcategory2="twitter" data-layer-text="Share on X"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xl___3BEee_2734c4f mck-twitter-icon"></span></a><a data-component="mdc-c-link" href="#" class="mdc-c-link-icon___SEKyg_2734c4f" role="button" aria-label="Share on facebook" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="share" data-layer-subcategory="social" data-layer-subcategory2="facebook" data-layer-text="Share on Facebook"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xl___3BEee_2734c4f mck-facebook-thin-icon"></span></a></div></div></div><div class="BlogEntryHero_mck-c-blog-entry-hero__background-wrapper__9sSv7 BlogEntryHero_mck-c-blog-entry-hero__background-wrapper--small__MTxFZ mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><style></style><div data-component="mdc-c-background-image" class="mdc-c-bg-image___GJdv1_2734c4f background-image-default-blog"></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12 mdc-u-grid-gutter-xxl"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xxl BlogEntryContent_mck-c-blog-entry-content__authors-and-tags-wrapper__xvLOB"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-md"><div class="mdc-u-grid-gutter-lg BlogAuthors_mck-c-blog-authors__author-bio__bygEJ"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-0 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-6"><style> .mdc-c-avatar-enhanced-author-0 { --mdc-avatar-size: 48px; } </style><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/aaron-de-smet"><img src="/~/media/mckinsey/our people/aaron de smet/aaron de smet_thumbnail_img.jpg?cq=50&mw=128&car=1:1&cpy=Center" alt="Aaron De Smet"/></a></div><div class="mdc-u-ts-10 BlogAuthors_mck-c-blog-authors__description__0BmaA"> <a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/aaron-de-smet" class="mdc-c-link___lBbY1_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Aaron De Smet</span></a><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f"><p>Delivers growth, innovation, and organizational agility and is an expert on culture change, leadership development, team effectiveness, capability building, and transformation</p></div></div></div><div class="mdc-u-grid-gutter-lg BlogAuthors_mck-c-blog-authors__author-bio__bygEJ"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-1 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-6"><style> .mdc-c-avatar-enhanced-author-1 { --mdc-avatar-size: 48px; } </style><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/caitlin-hewes"><img src="/~/media/mckinsey/our people/caitlin hewes/caitlin_profile_1536x1152.jpg?cq=50&mw=128&car=1:1&cpy=Center" alt="Caitlin Hewes"/></a></div><div class="mdc-u-ts-10 BlogAuthors_mck-c-blog-authors__description__0BmaA"> <a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/caitlin-hewes" class="mdc-c-link___lBbY1_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Caitlin Hewes</span></a><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f"><p>Leads client-based efforts to develop cutting-edge approaches to large-scale operating-model transformations and build dynamic, high-performing teams to guide organizations through disruption and change</p></div></div></div><div class="mdc-u-grid-gutter-lg BlogAuthors_mck-c-blog-authors__author-bio__bygEJ"><div data-component="mdc-c-avatar" class="mdc-c-avatar-enhanced-author-2 mdc-c-avatar___kVSTP_2734c4f mdc-c-avatar--image___levct_2734c4f mdc-c-avatar--size-6"><style> .mdc-c-avatar-enhanced-author-2 { --mdc-avatar-size: 48px; } </style><a href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/leigh-weiss"><img src="/~/media/mckinsey/our people/leigh weiss/leigh-weiss_headshot_988x741.jpg?cq=50&mw=128&car=1:1&cpy=Center" alt="Leigh Weiss"/></a></div><div class="mdc-u-ts-10 BlogAuthors_mck-c-blog-authors__description__0BmaA"> <a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/author/leigh-weiss" class="mdc-c-link___lBbY1_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Leigh Weiss</span></a><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f"><p>Helps boost organizational effectiveness by optimizing organization design, leading governance transformations, and streamlining executive decision making</p></div></div></div></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f BlogEntryContent_mck-c-blog-entry-content__tag-container__b0iuz mdc-u-grid-gutter-xxs"><div class="BlogEntryContent_mck-c-blog-entry-content__tag-link__fxyON"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/tag/employee-experience" class="mdc-c-link-icon___SEKyg_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Employee experience</span></a></div><div class="BlogEntryContent_mck-c-blog-entry-content__tag-link__fxyON"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/the-organization-blog#/tag/leadership" class="mdc-c-link-icon___SEKyg_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Leadership</span></a></div></div></div><div class="mdc-o-content-body"><p><span class="BlogEntryContent_mck-c-blog-entry-content__display-date__vCR9M"><time dateTime="2020-02-10T00:00:00Z">February 10, 2020</time></span>Barbara is a BU leader overwhelmed by the amount of time she spends making decisions: hiring decisions for managers several levels below her, signoffs on small business expenses and minor changes to operating procedures. She never has time to think about strategic decisions.</p> <p>Barbara decided to be more adamant about delegating decisions to her direct reports. Within days, problems arose, and she thought some of the decisions made were not good ones. Sticking to her guns, she did not take back the decisions, but gave clear feedback and held them accountable. But she realized many decisions still waited for her informal endorsement, so they weren’t necessarily moving faster, even in the cases where people made the right decisions without her. Her team continuously found creative ways to ask her to make the decision. As meetings and committees piled up, particularly one-on-one “check-ins” she realized she was being tested by her team for what the ‘right’ decision was. Her goal of more accountability and faster decisions seemed to be going in the wrong direction, despite her best attempts to empower people.</p> <p>For leaders or organizations trying to drive more empowerment, this is a common story. Another common pitfall Barbara might have experienced is believing that empowerment is “leaving them alone” and hoping her employees rise to the occasion because they cannot lean on her. Barbara at least made attempts to engage and coach her employees, though she was still unsuccessful, this was a step in the right direction. In a shift from less to more empowerment, this pitfall can be even more disastrous than the first if real problems arise and the “empowering” leaders maintain a hands-off “leave them alone” approach.</p> <p>The basic problem is a fundamental misunderstanding of what empowerment means, and what it requires of leaders. Many managers think delegating to others and empowering them means leaving them alone to make decisions; but successful empowerment requires involvement, it means being hands on, just not directive – playing the role of inspiring coach and servant leader (see Exhibit 1) and providing guidance and guardrails, but not making the decision. This looks very different from “laissez faire” hands-off leadership styles. Our research shows organizations whose leaders successfully empower others through coaching are nearly four times more likely to make fast, good decisions and <a href="/capabilities/people-and-organizational-performance/our-insights/three-keys-to-faster-better-decisions">outperform their industry peers</a>.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> </span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/leadership%20and%20organization%20blog/busting%20a%20management%20myth%20empowering%20employees%20doesnt%20mean%20leaving%20them%20alone/png-busting-a-management-myth-ex.png?cq=50&cpy=Center"/><img alt="Busting a management myth: empowering employees doesn’t mean leaving them alone" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/leadership%20and%20organization%20blog/busting%20a%20management%20myth%20empowering%20employees%20doesnt%20mean%20leaving%20them%20alone/png-busting-a-management-myth-ex.png?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Many managers go on a journey in their management styles attempting to find the best way to empower their employees. They often start out as either a helicopter boss or micromanager. They are hands-on and controlling and overrule an employee’s decision if they don’t like it. But, these two archetypes do differ in their tolerance for failure. Helicopter bosses tend to manage by exception, maintaining a distance and being mostly hands-off until an employee “fails” or creates cause for concern. They take over to get things back on track, bark out orders, exert pressure and control, and once things are stable, go back to being hands-off. Micromanagers seek to stave off failure by being highly involved and controlling most or all of the time. While each might have its place, for instance, in times of crisis when the employee lacks either the will or the skill to adequately do what is required, neither approach is very empowering.</p> <p>For leaders with a more controlling, autocratic style, it often seems that they show their “trust” and “empowerment” by being less involved, which leads to the misconception that empowerment means being hands-off. In fact, we’ve seen many leaders and employees express their beliefs that the shift to being more empowering requires moving from the “micromanager” to the “cheerleader,” becoming much more hands-off, but episodically swooping in to tell people how great they are.</p> <p>In our next blog post, we’ll share how leaders can coach and mentor employees – and the actions managers can take to truly empower those they manage.</p></div></div><aside class="mdc-u-grid-col-lg-start-11 mdc-u-grid-col-lg-span-2 BlogEntryContent_mck-c-blog-entry-content__side-bar__YsMpJ"></aside></div></div></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="BlogPromo_mck-c-blog-promo__hSsYu BlogPromo_mck-c-blog-promo--full-width__pKXqL mck-u-animation-slide-up BlogEntryContent_mck-c-blog-entry-content__promobar___qKLu" data-layer-region="blog-one-click-module"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-lg"><div class="mck-o-container"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-lg mck-o-container--wrapped mck-o-container--mobile-spacing BlogPromo_mck-c-blog-promo__content__31yfC BlogPromo_mck-c-blog-promo__content--center__JdBp3"><div class="mdc-u-align-center"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3">Learn more about our People & Organizational Performance Practice</h3></div><div class="BlogPromo_mck-c-blog-promo__form-wrapper__bLL16 BlogPromo_mck-c-blog-promo__form-wrapper--width-auto__6v1YB"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-Center"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/how-we-help-clients" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Learn more</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Busting a management myth empowering employees doesnt mean leaving them alone","displayName":"Busting a management myth empowering employees doesnt mean leaving them alone","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"2411d2ae-82c7-4b4b-8c72-2183605d23d3","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"d929136a-019a-4786-8072-3e3a60b2f31c","templateName":"Blog Entry","placeholders":{"jss-main":[{"uid":"e18e4703-f541-45d8-89c1-d5d8407f1708","componentName":"BlogEntry","dataSource":"","fields":{"data":{"blogEntry":{"title":{"jsonValue":{"value":"Busting a management myth: empowering employees doesn\u0026rsquo;t mean leaving them alone"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"Empowerment often requires more involvement, not less. In part one of this two-part series, we explore the fundamental misunderstanding of what empowerment means, and how it impacts leadership and management styles."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2020-02-10T00:00:00Z"}},"body":{"value":"\u003cp\u003eBarbara is a BU leader overwhelmed by the amount of time she spends making decisions: hiring decisions for managers several levels below her, signoffs on small business expenses and minor changes to operating procedures. She never has time to think about strategic decisions.\u003c/p\u003e\n\u003cp\u003eBarbara decided to be more adamant about delegating decisions to her direct reports. Within days, problems arose, and she thought some of the decisions made were not good ones. Sticking to her guns, she did not take back the decisions, but gave clear feedback and held them accountable. But she realized many decisions still waited for her informal endorsement, so they weren\u0026rsquo;t necessarily moving faster, even in the cases where people made the right decisions without her. Her team continuously found creative ways to ask her to make the decision. As meetings and committees piled up, particularly one-on-one \u0026ldquo;check-ins\u0026rdquo; she realized she was being tested by her team for what the \u0026lsquo;right\u0026rsquo; decision was. Her goal of more accountability and faster decisions seemed to be going in the wrong direction, despite her best attempts to empower people.\u003c/p\u003e\n\u003cp\u003eFor leaders or organizations trying to drive more empowerment, this is a common story. Another common pitfall Barbara might have experienced is believing that empowerment is \u0026ldquo;leaving them alone\u0026rdquo; and hoping her employees rise to the occasion because they cannot lean on her. Barbara at least made attempts to engage and coach her employees, though she was still unsuccessful, this was a step in the right direction. In a shift from less to more empowerment, this pitfall can be even more disastrous than the first if real problems arise and the \u0026ldquo;empowering\u0026rdquo; leaders maintain a hands-off \u0026ldquo;leave them alone\u0026rdquo; approach.\u003c/p\u003e\n\u003cp\u003eThe basic problem is a fundamental misunderstanding of what empowerment means, and what it requires of leaders. Many managers think delegating to others and empowering them means leaving them alone to make decisions; but successful empowerment requires involvement, it means being hands on, just not directive \u0026ndash; playing the role of inspiring coach and servant leader (see Exhibit 1) and providing guidance and guardrails, but not making the decision. This looks very different from \u0026ldquo;laissez faire\u0026rdquo; hands-off leadership styles. Our research shows organizations whose leaders successfully empower others through coaching are nearly four times more likely to make fast, good decisions and \u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/three-keys-to-faster-better-decisions\"\u003eoutperform their industry peers\u003c/a\u003e.\u003c/p\u003e\n[[Exhibit 1]]\n\u003cp\u003eMany managers go on a journey in their management styles attempting to find the best way to empower their employees. They often start out as either a helicopter boss or micromanager. They are hands-on and controlling and overrule an employee\u0026rsquo;s decision if they don\u0026rsquo;t like it. But, these two archetypes do differ in their tolerance for failure. Helicopter bosses tend to manage by exception, maintaining a distance and being mostly hands-off until an employee \u0026ldquo;fails\u0026rdquo; or creates cause for concern. They take over to get things back on track, bark out orders, exert pressure and control, and once things are stable, go back to being hands-off. Micromanagers seek to stave off failure by being highly involved and controlling most or all of the time. While each might have its place, for instance, in times of crisis when the employee lacks either the will or the skill to adequately do what is required, neither approach is very empowering.\u003c/p\u003e\n\u003cp\u003eFor leaders with a more controlling, autocratic style, it often seems that they show their \u0026ldquo;trust\u0026rdquo; and \u0026ldquo;empowerment\u0026rdquo; by being less involved, which leads to the misconception that empowerment means being hands-off. In fact, we\u0026rsquo;ve seen many leaders and employees express their beliefs that the shift to being more empowering requires moving from the \u0026ldquo;micromanager\u0026rdquo; to the \u0026ldquo;cheerleader,\u0026rdquo; becoming much more hands-off, but episodically swooping in to tell people how great they are.\u003c/p\u003e\n\u003cp\u003eIn our next blog post, we\u0026rsquo;ll share how leaders can coach and mentor employees \u0026ndash; and the actions managers can take to truly empower those they manage.\u003c/p\u003e"},"hidePromoBar":{"boolValue":false},"hideDek":{"boolValue":false},"mobileReady":{"boolValue":true},"selectedModalSubscriptions":{"targetItems":[]},"hideFromSearchEngines":{"boolValue":false},"parent":{"id":"7C7A7EA76B834C8C819FBF479C62AE76","name":"The Organization Blog","title":{"value":"People \u0026amp; Organization Blog"},"description":{"value":"Short and snackable insights on topics related to people, talent management, organizational performance, purpose, agility, culture, change management, people analytics, leadership, and merger management from our experienced leaders at the forefront of today\u0026rsquo;s trends."},"url":{"path":"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog"},"heroImage":{"alt":"McKinsey Organization Blog","src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/leadership and organization blog/org-blog-hero2_1536x768.jpg","description":""},"heroBackgroundColor":{"targetItem":{"displayName":"Deep Blue"}},"heroImageTopOffset":{"value":""},"horizontalCropPosition":{"targetItem":{"displayName":"Center"}},"heroImageRenderStyle":{"targetItem":{"displayName":"Full Height Hero"}}},"ancestors":[{"displayName":"People \u0026 Organization Blog","name":"The Organization Blog","id":"{7C7A7EA7-6B83-4C8C-819F-BF479C62AE76}","template":{"id":"{D47350B4-752D-4AEB-9F9E-0478AC2A95EB}"}},{"displayName":"Insights on People and Organizational Performance","name":"Our Insights","id":"{263B5075-2E73-4049-ACE5-A781C619B562}","template":{"id":"{85FF0530-7883-480F-9A4C-82123F72FFD8}"}},{"displayName":"People \u0026 Organizational Performance","name":"People and Organizational Performance","id":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}","template":{"id":"{414C6C64-AD35-440E-9668-CF39D8A18CCF}"}},{"displayName":"Capabilities","name":"Capabilities","id":"{6B4AAC92-FD7E-4AE2-80E6-6D4D4CE32BB6}","template":{"id":"{85FF0530-7883-480F-9A4C-82123F72FFD8}"}},{"displayName":"Home","name":"Home","id":"{367E4041-0C4A-4A6D-99D7-7D83F5A73EA7}","template":{"id":"{85FF0530-7883-480F-9A4C-82123F72FFD8}"}},{"displayName":"McKinsey","name":"McKinsey","id":"{258857D0-50FA-4C3E-8C11-55EDFF84A992}","template":{"id":"{061CBA15-5474-4B91-8A06-17903B102B82}"}},{"displayName":"Content","name":"content","id":"{0DE95AE4-41AB-4D01-9EB0-67441B7C2450}","template":{"id":"{E3E2D58C-DF95-4230-ADC9-279924CECE84}"}},{"displayName":"sitecore","name":"sitecore","id":"{11111111-1111-1111-1111-111111111111}","template":{"id":"{C6576836-910C-4A3D-BA03-C277DBD3B827}"}}],"promoDetails":{"_1clickSubscription":{"targetItems":[]},"promoBarTitle":{"value":"Learn more about our People \u0026 Organizational Performance Practice"},"promoBarDescription":{"value":""},"promoBarCallToActionLink":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"/capabilities/people-and-organizational-performance/how-we-help-clients","text":"Learn more","targetItem":{"name":"How We Help Clients"}},"promoBarRenderStyle":{"targetItem":{"key":{"value":"Center"},"value":{"value":"Center"}}}},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"name":"Aaron De Smet","authorTitle":{"value":"Aaron De Smet"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"description":{"value":"Delivers growth, innovation, and organizational agility and is an expert on culture change, leadership development, team effectiveness, capability building, and transformation"},"locations":{"targetItems":[{"name":"New Jersey"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Aaron De Smet","src":"/~/media/mckinsey/our people/aaron de smet/aaron de smet_thumbnail_img.jpg"},"url":{"path":"/our-people/aaron-de-smet"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"name":"Caitlin Hewes","authorTitle":{"value":"Caitlin Hewes"},"description":{"value":"Leads client-based efforts to develop cutting-edge approaches to large-scale operating-model transformations and build dynamic, high-performing teams to guide organizations through disruption and change"},"thumbnailImage":{"alt":"Caitlin Hewes","src":"/~/media/mckinsey/our people/caitlin hewes/caitlin_profile_1536x1152.jpg"},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"name":"Leigh Weiss","authorTitle":{"value":"Leigh Weiss"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"description":{"value":"Helps boost organizational effectiveness by optimizing organization design, leading governance transformations, and streamlining executive decision making"},"locations":{"targetItems":[{"name":"Boston"}]},"firmTitle":{"value":"Senior Expert"},"thumbnailImage":{"alt":"Leigh Weiss","src":"/~/media/mckinsey/our people/leigh weiss/leigh-weiss_headshot_988x741.jpg"},"url":{"path":"/our-people/leigh-weiss"}}]}}]},"blogEntryTags":{"targetItems":[{"name":"Employee experience","blogTagTitle":{"value":"Employee experience"}},{"name":"Leadership","blogTagTitle":{"value":"Leadership"}}]},"heroImage":{"alt":"Busting a management myth: empowering employees doesn’t mean leaving them alone","src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/leadership and organization blog/busting a management myth empowering employees doesnt mean leaving them alone/busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone.jpg","description":""},"thumbnailImage":{"src":null},"showCaption":{"boolValue":false},"heroImageTopOffset":{"value":""},"horizontalCropPosition":{"targetItem":null},"heroBackgroundColor":{"targetItem":{"key":{"value":"Deep Blue"},"value":{"value":"deep-blue"}}},"heroImageRenderStyle":{"targetItem":null},"relatedPosts":{"targetItems":[]},"contentType":{"targetItem":{"displayName":"Blog post - Practices Capabilities"}},"audio":{"results":[]},"disruptor1up":{"results":[]},"ceros":{"results":[]},"exhibit":{"results":[{"mediaID":{"value":"1"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideEyebrow":{"boolValue":false},"hideBottomBorder":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":""},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"Busting a management myth: empowering employees doesn’t mean leaving them alone","src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/leadership and organization blog/busting a management myth empowering employees doesnt mean leaving them alone/png-busting-a-management-myth-ex.png","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":null},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/leadership and organization blog/busting a management myth empowering employees doesnt mean leaving them alone/png-busting-a-management-myth-ex.png","alt":"Busting a management myth: empowering employees doesn’t mean leaving them alone"},"height":{"value":""},"width":{"value":""},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}}]},"image":{"results":[]},"exhibitcarousel":{"results":[]},"pullquote":{"results":[]},"disruptorsignup":{"results":[]},"articlesidebar":{"results":[]},"video":{"results":[]},"scrollycontainer":{"results":[]},"bespokeinteractive":{"results":[]},"storycontainer":{"results":[]},"sectionheader":{"results":[]},"statementdisruptor":{"results":[]},"fullbleedphoto":{"results":[]},"twoupmedium":{"results":[]},"accordion":{"results":[]},"generalup":{"results":[]},"factoid":{"results":[]},"promobarwithquote":{"results":[]},"oneupmedium":{"results":[]},"oneupmediumquote":{"results":[]},"gridwall":{"results":[]},"twoupsmall":{"results":[]},"promobar":{"results":[]},"promobanner":{"results":[]},"sectionhero":{"results":[]},"threeuplinklist":{"results":[]},"quizcontainer":{"results":[]},"table":{"results":[]}}}}}]}},"itemId":"2411d2ae-82c7-4b4b-8c72-2183605d23d3","pageEditing":false,"site":{"name":"website"},"pageState":"normal","language":"en","pageMetaData":{"alternateLanguages":[{"languageCode":"en","displayName":"English","url":"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone"}],"currentLanguage":"en","navigationLink":"capabilities","activeItemId":"{263B5075-2E73-4049-ACE5-A781C619B562}","miniSiteId":"{3BACEF67-76B1-4244-B48C-DBD94B0F2B61}","officeCode":"","officeDisplayName":"","subscriptionPracticeData":null,"isAlaisedPage":false,"originalHostName":"www.mckinsey.com","updatedDate":"2022-06-13T07:07:54Z","createdDate":"2020-02-06T22:47:08Z","practice":{"isDefaultPractice":false,"name":"Organization","code":"N10","stickyTitle":"Sign up for emails on new Organization articles","stickySubtitle":"Never miss an insight. We'll email you when new articles are published on this topic.","previewLink":"","previewLinkLabel":"Preview","description":null,"descriptionText":"Get the latest articles on this topic delivered to your inbox","frequency":"Alert","regFormTitle":null},"url":"/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone","isCareersPage":false,"officePath":"","hideAppPromo":false,"itemInfo":{"id":"2411d2ae-82c7-4b4b-8c72-2183605d23d3","fullPath":"/sitecore/content/McKinsey/Home/Capabilities/People and Organizational Performance/Our Insights/The Organization Blog/Busting a management myth empowering employees doesnt mean leaving them alone","templateName":"Blog Entry","templateID":"d929136a-019a-4786-8072-3e3a60b2f31c"}},"defaultSettings":{"McKinsey Quarterly":"\u003cem\u003eMcKinsey Quarterly\u003c/em\u003e","FacebookCID":"soc-web","LinkedInCID":"soc-web","TwitterCID":"soc-web","Home Page SEO Details":{"Description":"McKinsey \u0026 Company is the trusted advisor and counselor to many of the world's most influential businesses and institutions.","Image_Url":"/~/media/images/global/seoimageplaceholder.jpg","Image_Alt":""}},"alumniDatalayerChunk":"static/chunks/alumnidatalayer.325ebb6069c1d69e.js"},"componentProps":{},"notFound":false,"noAccess":false},"__N_PREVIEW":true,"__N_SSP":true},"page":"/[[...path]]","query":{"timestamp":"1732262308849","path":["capabilities","people-and-organizational-performance","our-insights","the-organization-blog","busting-a-management-myth-empowering-employees-doesnt-mean-leaving-them-alone"]},"buildId":"9vYT_fWQKRjfPT7lAZJdB","runtimeConfig":{"CONFIG_ENV":"production","CURRENT_ENV":"production","PUBLIC_URL":"https://www.mckinsey.com","PUBLIC_CMS_URL":"https://cms-prod.mckinsey.com","RECAPTCHA_V3_KEY":"6LdC5twSAAAAAF0dePIbY_ckeF05mKdYYJXn7uTg","INVISIBLE_RECAPTCHA_KEY":"6LcWCs0UAAAAAEik2NaGkfGH8mGHo1ThxIt-qUoE","USER_SERVICE_API_HOST":"https://prd-api.mckinsey.com","MOBILE_SERVICES_HOST":"https://mobileservices.mckinsey.com","SEARCH_SERVICE_API_HOST":"https://mckapi.mckinsey.com","OT_DATA_DOMAIN_SCRIPT_COM":"915b5091-0d7e-44d2-a8c4-cf08267e52fe","OT_DATA_DOMAIN_SCRIPT_DE":"13f50396-9d33-4d95-ba3e-1f108fa91009","OT_DATA_DOMAIN_SCRIPT_BR":"679eae24-1d5c-4f33-8aae-b35aa8269966","ADOBE_LAUNCH":"a400cfbb2fd3","BCOV_POLICY":"BCpkADawqM3Xn1B8iTmHawNytUSk0kXaQKMSM51CBVsYKHfwlRhZimTJqbOOq0NuyxTKQnvb4V9myMVRjwGkyGtJQO2HrUPOJHcsgkpbB-jyHwswonskf6XnZaF0TyyKkAQgbymSMtudeD9CLk-xCpqAzTaNUm7a3M3QKLN4pdLRNJ9_HbVMWzNpiUr5ezAVdMciDMwsD-gxNl43d7bfVP3wRhTNWbWUYn3WK7-Oz2gbxV6mMTm0jJU3SjK_x0meTprYUgdUWA-iDgwVglsnfJ_SVtVDPZypUokKv85GzFLM-ywjWlPM2Hg1ucemwwOpa-qvYBGfeMV7zP3n6s22hFCBveiWtHEBpV9N8f4rjmunMlxBx7kSlxIRjWquZm70hLRXMoxAgQ22BC86tBhgR_d1l9_-FzZuZIlZhzJwJi3ug1HszooHM8uEMOkHmB5nYj5XEgVk5JFYGcSwFSnMnNzE1ej2J3jcEiE3eSWHcremWjCZ0s9bs_8R08WpGWkBp8WMXUFfmhPBMk-MGixR_yIu7nJ6B_hYBnVhqKnnoW-xxEmRxgwG0Ev0S96cAcBG8qdlChGN7o1qN0heGTUIYnDk703q3lt9j7X4FgaITrlcPZOWZ96EHytVKUAtmtVp5BVGpiLn4viuUpEdAM_CLSBIaPVunk-39L8tm6m8iUYmbMX_KXPyaL900bQtVQgK39FCa0pUEZ_jSBOGNj1FH8NUPN2TS8_csNWfpN7gsaD9FBN3wUtawAD_RPdJ952odfwJqyvrkN89AyKnFdFMvUh6_4LCIQVYd4M5KC_k1WNLYb11KZhq6O4UaoyD4X1pV4-x0jBzEnc4VQTkL_04dw2xdPJ1uqUrmHuUcIBO0SKaEk6_5HYc3GKfYwmPz1oxMpOi-Rzw1QPyWIdbrcZdFbIHoVZ8FKfyslEv392pJMiKzUnVWL_3mZ0UqnGtddwlXYVdSs57AUdlrfOe7TVaaIMZ_kL7FSrbWrsaSufitSYr62xD1K1-qeb4wkx8QQEorxGJ3RG1Vpn97Pn5JEC_jvj0s7uzFgidYR9bp80EMmPCHUmRg-Hm1Aq1B4YMNc1ARnFz6UvT_8_pMhJEwKuypA-nPoJu4JZJNLVUdw","sitecoreApiKey":"{AD59BE63-BA20-47D4-A1B0-ECF30588E2E2}","sitecoreApiHost":"https://prod.mckinsey.com","FB_APP_ID":"1382278882079245","ARTICLE_API_HOST":"https://prd-api.mckinsey.com","SITECORE_FORMS_SERVICES_API_HOST":"https://prd-api.mckinsey.com","FEATURE_TOGGLES":"{\"stack_adapt_pixel\": true, \"article_seo_schema\":true, \"remember_me\": true, \"gql_promo_banner\": true, \"gql_highlight_bar\": true, \"gql_ceros_placeholder\": true, \"gql_two_up_medium\": true, \"gql_hero_with_partnership_mark\": true, \"gql_brightcove_gallery\": true, \"gql_one_up_medium\": true, \"gql_promo_bar_with_quote\": true, \"gql_fifty_fifty_hero\": true, \"gql_enhanched_hero\": true, \"gql_two_up_small\": true, \"gql_general_up\": true, \"gql_full_bleed_hero\": true, \"passwordless_login_enabled\": true, \"sso_enabled\": true, \"article_id\": \"\", \"personalisation_enabled\":true, \"hide_student_sticky_footer\":true, \"email_domain_validation_enabled\":true, \"enable_cid_cookie_qp\": true, \"otp_verification_enabled\": true}","HEADER_SCRIPT_HASH":"abcd1234","OKTA_AUTH_CLIENT_ID":"0oa8ppb3ypQ8uOI8y697","OKTA_AUTH_ISSUER":"https://dotcomidp.mckinsey.com/oauth2/aus2byav0jTElyFDD697/","AUTO_REDIRECTION_DURATION":"5","LINKEDIN_IDP":"0oaecyj1byxnfrfFk697","APPLE_IDP":"0oaeg2lxy6mq4PX5F697","GOOGLE_IDP":"0oaeczfkb03XL3E4O697","ALUMNI_BASE_API_URL":"https://dev-gateway.intranet.mckinsey.com/:apiKey/v1","ALUMNI_AUTHENTICATE_API_URL":"https://dev-ac3-okta-auth.intranet.mckinsey.com/authenticate","ALUMNI_OKTA_URL":"","ALUMNI_OKTA_ENABLED":"true","GOOGLE_MAP_API_KEY":"AIzaSyDqrGDNMDjy9pXHkMf-_Ut33LoC725GSe4","AWS_GATEWAY":"https://dev-gateway.mckinsey.com","AWS_API_GATEWAY_ID":"o63viscaj4","AWS_PERSONALIZATION_TRACKING_ID":"f3f97bc3-4ca7-4960-9e49-0bcff6294ab4","AWS_PERSONALIZATION_CID":"recommendations-onw-onw-mck-mck-art-2410-v1-user-ext-web","EVENTS_MODULE_CARDS_COUNT":"8","RECOMMENDATIONS_OFFER_ACTIVITY":"Article Recommendations"},"isFallback":false,"dynamicIds":[98391],"gssp":true,"locale":"en","locales":["en","da-DK"],"defaultLocale":"en","isPreview":true,"scriptLoader":[]}</script><script type="text/javascript" src="/Fj8RVkoXK/SGc/0iV/7StmEVLobmTM/DOz7p2b6SpSmL17S/Clx4AQ/Vgw/QVnNuNQQB"></script></body></html>