Empowerment — The Misunderstood Gap When Employees “Want It” But Managers Think They’re “Not Ready”

In the modern workplace where organizations emphasize “Empowerment” as a key to success, many young employees expect to be trusted with decision-making authority and the opportunity to fully express their potential. Yet, in reality, there is often a significant gap between employees’ expectations and managers’ perspectives.

Employees feel, “I’m ready, so why won’t my manager let me make decisions?” Meanwhile, managers think, “It’s not time yet—they still lack the necessary skills and responsibility.”

This disconnect doesn’t arise from ill intent on either side. Instead, it stems from misunderstanding and differing views about what empowerment really means.

From the Employee’s Perspective: Why Do They Crave Empowerment?

For employees—especially the younger generation—empowerment is more than just having more “power.” It means:

• Validation: Being entrusted with challenging tasks and decision-making authority signals that the manager “trusts” and “values” them.

• Growth Opportunity: Being able to act and decide independently is the best learning ground. They want to prove themselves and rapidly develop new skills.

• Ownership: Making their own decisions helps them feel connected to their work and results, which leads to greater dedication.

• Agility: Waiting for approvals slows down work and causes frustration. They believe that with authority in their hands, they can work faster and more efficiently.

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When employees don’t receive these, they often feel frustrated, micromanaged, and lose motivation.

From the Manager’s Perspective: Why Do They Think “Not Ready Yet”?

On the other hand, managers don’t want to hoard power; they see things differently, guided by responsibility and risk. Managers usually see the bigger picture and worry about issues such as:

• Skills and Experience: Employees might lack specific skills or experience to handle complexity or unforeseen problems that managers have already faced.

• Judgment: Past small mistakes might have shown that employees lack mature judgment or fail to consider all angles.

• Accountability: This is crucial. Managers may have witnessed employees avoiding responsibility when problems arise, blaming others, or not truly owning the outcomes.

• Communication: Employees might not provide timely updates, leaving managers blind to potential issues until it’s too late.

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For managers, empowerment means delegating responsibility that comes with risk. If employees make mistakes, the manager ultimately answers to senior leadership. So, they need confidence that employees can genuinely handle the responsibility.

A New Definition of Empowerment: It’s Not “Giving Away,” It’s a “Process”

The root problem lies in seeing empowerment as a simple on/off switch. In reality, empowerment is a process built on a foundation of trust.

Empowerment is not just granting authority but also responsibility and accountability together.

It’s like handing someone the keys to a car—you wouldn’t give them immediately just because they say they want to drive. You need assurance that they understand traffic rules, have driving skills, and are ready to take responsibility if accidents happen.

How to Bridge the Gap and Build Sustainable Empowerment?

Closing this gap requires cooperation from both sides.

For Managers: Shift from “Commander” to “Coach”

1. Communicate transparently: Instead of saying, “You’re not ready yet,” be specific: “To make decisions about…, I want to see you strengthen skills in… first,” or “I want you to lead this smaller project to build confidence for both of us.”

2. Assign tasks step-by-step (scaffolding): Start with clearly defined, low-risk tasks with guidance and support. As employees succeed, gradually increase challenges and decision-making scope.

3. Create a safe-to-fail environment: Let employees know that mistakes are part of learning—as long as they acknowledge, learn, and fix them rather than blame others.

4. Give regular feedback: Praise good performance and provide constructive guidance so employees know exactly what to improve.

   
   

For Employees: Shift from “Receiver” to “Trust Builder”

1. Build reliability: Do your best on assigned tasks, keep promises, and deliver quality on time. This is the foundation of trust.

2. Demonstrate accountability: When problems arise, don’t hide or blame others. Be the first to inform your manager with potential solutions. Taking responsibility—even on small matters—shows you’re ready for bigger roles.

3. Communicate proactively: Keep your manager updated regularly, especially about issues that might affect overall work. Making your manager “at ease” without needing to chase updates shows maturity.

4. Seek feedback and learn: Ask openly, “What skills do I need to improve to handle bigger responsibilities?” and actively work on the feedback.

   
   

In Summary

Empowerment is neither something employees simply “demand,” nor something managers just “bestow.” It is the outcome of a relationship built on trust and open communication.

For employees, earning empowerment is a reward for proving their capability and responsibility. For managers, giving empowerment is the best investment in developing people and building a strong team. When both sides understand their roles and align their perspectives, the gap narrows—and true, sustainable empowerment can flourish within the organization.