2. Management controls vs management enablers
Managers have subordinates who usually follow a set of controls. Controls are not necessarily restrictive, but they have the effect of enforcing predictable behaviour. They could be obvious and written, such as policies and procedures, workplace agreements, or how you measure performance as a manager.
Alternatively, they could be implicit, like workplace culture. A degree of this is required in all organisations designed to retrieve a pre-set outcome.
However, leaders temper these controls with enablers and the communication skills to find honest answers. Assuming these controls are in place, consider:
How much space do you give your employees to develop new methods to complete the same tasks?
Do you reward this innovation?
Does your workplace culture allow this innovation to occur?
Do the IT systems in your workplace help or hinder your staff in their daily work?
Do your employees have access to career development and training?
Leaders create an atmosphere of empowerment for employees to feel like they have a stake in the success of the company and constantly offer employees a way to be challenged and improved. Generally, these leadership skills lead to better productivity, internal and cost-effective innovation, employee retention, and employee satisfaction.