The goal of empowerment is to provide power to the individual. Each individual is trusted to make his or her own decisions regarding his or her life and work. In this way the individual is also provided with the opportunity to take responsibility for his or her own situation in life and work.

Empowerment of course has many levels. Politically, it means that each group of individuals within a society is given the same power and rights as all others. All sectors of society are for example allowed to vote, voice their opinions and follow political channels for change without the need to fear unreasonable persecution or other repercussions. In work, empowerment means that all individuals are allowed to apply for jobs where the likelihood of being accepted for employment depends on nothing except their qualification level. In life, empowerment means that each individual has the same rights to do the same things in society, i.e. enter public places, make use of public transportation, and the like.

In terms of accountability, I do not believe that the criticism leveled against empowerment is valid. Instead of only a single entity being accoun

In coaching leadership, there is a high level of both directive and supportive behavior. As in the directing style, the leader makes all decisions. However, this process contrasts with the first style, as employees are more actively included: decisions are explained, while the work is continually monitored. Feedback is also given on a continual basis, and employees are expected to learn from their work. All final decisions and responsibilities are with the leader, although employees are allowed to provide input (Chimaera Consulting Ltd, 1999).

In the current workplace situation, a business is held to function much better when individuals are given the opportunity to develop to their full potential. Workplace empowerment then means not only empowering individuals to enter any workplace for which they adequately qualify, but also that they function as intelligent beings within this situation. Employees are given the power to think critically about the tasks they are assigned, in order to do these tasks to the best of their ability (Dewettinck, Singh, & Buyens, 2003).

Furthermore empowerment within a company means that individuals are recognized for their ability to think individually and creatively. A possible drawback of this approach is that all employees may not be ready to use their individual thinking skills in order to provide the company with creative energy. Indeed, empowering individuals who are not ready could mean disaster for such a company, as incorrect, unmonitored decisions and actions could be very detrimental. It is therefore probably a good idea to first monitor all decisions for which an individual is newly empowered (St. John's University, 1993).

The argument against empowerment here is then that too many decision makers within a company could defeat the purpose of a company to act as a single entity. There would be no overall leadership paradigm, where a single entity could take the responsibility for any problems. Empowerment in this way would then undermine the collective purpose of the company to conduct their business in a single-minded and focused manner.

Leadership styles that support the above statements include the delegating and supporting leadership styles. The paradigm behind these styles of leadership is, as mentioned above, to make full use of the inherent

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