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Empowerment

About: Empowerment is a research topic. Over the lifetime, 42112 publications have been published within this topic receiving 752953 citations.


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Book
18 Jun 1996
TL;DR: Theories, models and methods for empowerment in practice have been discussed in this article, including the ingredients of empowerment, the framework for empowerment, and the role of individuals in empowerment.
Abstract: PART 1: THEORIES, MODELS AND METHODS FOR EMPOWERING PRACTICE - Ingredients of Empowerment - Frameworks for Empowerment - PART 2: EMPOWERMENT IN PRACTICE - Self-Empowerment - Empowering Individuals - What are Empowering Groups? - Working with Empowering Groups - Empowering Communities and Organisations - Empowering Evaluation - PART 3: ISSUES FOR SOCIAL WORK - Social Workers and People Using Services: Empowering Relationships? - Towards an Empowering Social Work - Bibliography - Index

193 citations

Journal ArticleDOI
TL;DR: In this article, the importance of a relationship-based approach within social work is discussed, and the authors explore past writings on the social worker-client relationship, why the relationship was seen to be central to effectiveness and good practice, and why this perspective fell out of favour.
Abstract: This paper looks at the importance of a relationship-based approach within social work. It explores past writings on the social worker-client relationship, why the relationship was seen to be central to effectiveness and good practice, and why this perspective fell out of favour. It revisits the importance of a relationship-based approach, within a psychosocial perspective, in relation to eight areas of practice. These include the assessment task and process; relationship difficulties; people who are vulnerable or reliant on others for their well-being; situations that require practitioners to be able to hold and contain anxiety; the relationship as a foundation for capacity building, empowerment and developing people's potential; and in relation to disadvantaged and marginalised sectors of the population, how social workers can use the 'front-line' knowledge they have gained through the relationships they have created in political ways--to bear witness and report on 'social ills' as they impact on the li...

193 citations

Journal ArticleDOI
TL;DR: In this paper, the authors highlight three of the leadership best practices for navigating unpredictable adaptive challenges such as that posed by the coronavirus pandemic, and describe the rise of the flexible "allostatic leader" with the adaptive capacity to learn and evolve in crisis, to emerge better able to address future crises.
Abstract: The novel coronavirus and the disease it causes, COVID-19 is one of the most unpredictable global public health crises in recent times. Academic leaders across the United States have responded by moving their educational and associated activities online; as a sense of immediacy swept the nation. The decision to pivot to remote learning was made swiftly, particularly by those institutions operating a shared leadership model, benefitting from a greater degree of agility, innovation, and collaboration. The current article highlights three of the leadership best practices for navigating unpredictable adaptive challenges such as that posed by the coronavirus pandemic. Firstly, by utilizing a type of servant leadership, that emphasizes empowerment, involvement, and collaboration, academic leaders with emotional intelligence and emotional stability should place the interests of others above their own. Secondly, academic leaders should distribute leadership responsibilities to a network of teams throughout the organization to improve the quality of the decisions made in crisis resolution and thirdly, leaders should communicate clearly and frequently to all stakeholders through a variety of communication channels. Looking forward, the rise of the flexible “allostatic leader” with the adaptive capacity to learn and evolve in crisis, to emerge better able to address future crises, is described.

193 citations

Book
01 Jan 1998
TL;DR: In this article, an introduction to empowerment practice is presented, focusing on mental health empowerment in mental-health programs and listening to the voices empowerment practice with homeless people or families empowerment of youth empowering families.
Abstract: Part 1 An introduction to empowerment practice: a model for empowerment practice. Part 2 Empowerment in practice - populations: empowerment of women empowering poor communities of colour - a self-help model empowerment practice with lesbians and gays empowering people with disabilities. Part 3 Empowerment in practice - focusing on fields: empowerment in mental-health programmes - listening to the voices empowerment practice with homeless people or families empowerment of youth empowering families. Part 4 Special issues in empowerment practice: social-service delivery and empowerment - the administrator's role research as an empowerment strategy evaluation of empowerment practice creating opportunities for empowerment-oriented programmes.

193 citations

Journal ArticleDOI
TL;DR: The types of cultures that exist and manager characteristics that are essential to facilitating a healthy workplace are described and four critical components of culture are discussed, as is the role of managers in turning these into positive cultural traits.
Abstract: Aim The present study addresses the importance of the manager’s role in the development and maintenance of organizational culture. It describes the types of cultures that exist and manager characteristics that are essential to facilitating a healthy workplace. Background While many managers do not deny the importance of organizational culture in employee satisfaction, few fail to realize the direct impact they have in shaping it. It is oftentimes believed that cultures are predetermined; however, this is a false assumption. It is crucial that managers at all levels are aware of their roles and responsibilities in upholding positive workplace environments that can increase employee satisfaction. Dissatisfaction is the major cause of turnover and can have detrimental cost and environmental effects on the agency. Evaluation Four critical components of culture (i.e. trust and trustworthiness, empowerment and delegation, consistency and mentorship) are discussed, as is the role of managers in turning these into positive cultural traits. The viewpoints of several authors, such as Stephen Covey, Mark McCormack and Charles Handy, are explored in relation to the development of organizational culture. Additional theories ‐ Kanter’s Theory of Organizational Empowerment, Locke’s Goal-setting Theory and the Social Exchange Theory ‐ supplement these viewpoints. Conclusions Managers are always under the magnifying glass, with each action carefully scrutinized by subordinates. They must exercise caution when making decisions, ensuring that fairness and equitability exists among staff, and that ethical standards are upheld on a continual basis. The four cultural components, viewed as managerial traits of trust and trustworthiness, empowerment, consistency and mentorship coexist at all times regardless of the type of culture. Managers must put support systems and other mechanisms into place that allow employees the opportunity to empower themselves and to flourish, thus increasing their own effectiveness as well as that of the organization.

192 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
20233,100
20226,409
20212,123
20202,550
20192,576