In their effort to boost employee engagement and retention, many organizations overlook one of their most powerful assets: empowered middle managers. When these leaders feel trusted and supported, it cascades to their teams. And the impact is measurable. Teams led by empowered managers enjoy 79th percentile employee engagement, and 67% of employees say they’re more likely to go above and beyond as reported in Forbes (“The 6 Key Secrets to Increasing Empowerment in Your Team”).
Contemporary leadership theory emphasizes empowerment – encouraging open dialogue, recognizing contributions, and extending trust. But in real-world settings, something critical is often missing. Empowerment without resources is a hollow gesture. If managers aren’t given the time, training, support and validation to lead confidently, then autonomy becomes more of a burden than a benefit.
Empowerment without resources is when leaders tell their managers, “I trust you to handle this,” or “You own this now,” or worse yet, “Fix this,” without equipping them with the knowledge to make sound decisions, the skills to navigate challenges, or the confidence to take action. This disconnect creates burnout, especially in middle managers, who are often expected to lead without always being led. True empowerment is not about stepping away; it is about stepping beside.
Start with a capability check
Empowerment starts with understanding what your managers are ready for. Do they know where their authority begins and ends? Have they faced tough decisions and been able to navigate them successfully? If not, don’t skip straight to “you’ve got this.” Help them build the skills first. A thoughtful capability check lets you target development where it’s needed most.
Provide practical skill development
Empowerment is not just about giving permission – it’s about building competence. Managers need applied skills, like those we emphasize in our T.E.A.M. leadership framework, not just theoretical knowledge. This includes decision-making frameworks, handling difficult conversations, mentoring team members, and navigating change. To build real confidence, leaders should go beyond theory and prioritize hands-on practice through group problem solving, simulations, and peer discussions.
Create a safety net of support
Handing over ownership does not mean walking away. Ongoing support is critical. Regular check-ins that focus on how decisions are made – not just whether they worked – help managers grow. Leaders should position themselves as thought partners, not just approvers, and normalize asking for help. Phrases like, “You’re the lead on this, but I am here if you want to talk it through,” send a powerful message: you are supported, not out there on your own.
Validate decision-making
Validation is the bridge between empowerment and confidence. When leaders recognize thoughtful decision-making by frontline managers and staff – even when the outcome isn’t perfect – they reinforce good judgment and build trust. Saying, “That was a hard call, but your approach showed real leadership,” affirms how they lead matters and encourages managers to keep growing.
When leaders combine trust with training, autonomy with access, and decision-making with reflection, managers feel equipped – not exposed. And that’s where real leadership takes root.