Leaders need to make an explicit decision to empower employees or members and keep the goal in front of the organization. They also need to be willing to confront their own continuing resistances to empowerment, e.g., their own desire to hold onto control, to manage all the details, impatience, the need to shift from a "psychological contract" of dependency to one of "autonomy in relationship", or interdependence.

Clear direction can empower and inspire.

With appropriate training, coaching and linkages various forms of teams can accept an increased level of responsibility and leadership. Existing departments, cross function teams, special task teams, etc. can all become more self managing.

In many organizations this takes the form of labor unions. Other organizations have developed all staff gatherings, processes of regularly and openly gathering and processing suggestions and concerns, and increased the participation of staff in overall organizational assessments and planning.

The need is for leadership that matches the degree of self management and participation with the existing commitment and competence of employees or members. Training is provided to increase people’s level of commitment and competence and thereby increase the extent of empowerment. This needs to be combined with a self differentiated leadership style that establishes organizational direction, stays in touch with the system and deals effectively with attempts to sabotage the organization’s direction through resistance, victimization, cynical and passive behavior.

Regular system assessment, planning, work on trust development, the use of an external consultant to assist in training and the overall monitoring of development.