Empowering Leadership: Guiding Your Team to Autonomy

Understanding the Root Cause of Team Dependency

As a senior leader, I’ve found myself in countless discussions where my team turns to me with a question—should I do this, or is this the right way? This ongoing dynamic raises essential points about empowerment and delegation. Recently at a seminar I hosted on the art of delegation, I introduced an intriguing resource I like to call the “Delegation Decoder.” It’s available for free, and I truly believe that resources such as this can pave the way for teams to flourish autonomously, not just meeting objectives but exceeding Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs).

During that session, a participant voiced a concern that many leaders often grapple with: despite their obvious potential and talent, why do team members continuously seek my approval before making decisions? It became clear to me that this situation is emblematic of a more profound issue in leadership—when your team is reluctant to operate independently, it often indicates a deficiency in authority or confidence. And let me tell you, it requires introspection and self-assessment on my part to shift this dynamic.

The first avenue for us to explore is to ensure that every team member possesses the necessary authority outlined in their roles. Are they clear on what decision-making powers they hold? If they are equipped with that authority and still lean on me for validation, this is where I need to facilitate a change. Their hesitance likely stems from a lack of comfort in their decision-making capabilities.

To foster that comfort, establishing psychological safety is paramount. I often reflect on how I’ve communicated my expectations and the level of support I’ve provided in terms of resources and training. This reflection is not just superficial; it requires a deep dive into personal dispositions, such as confidence levels, that define how my colleagues approach decision-making. Sometimes, it’s about the little things that we overlook, like how I position myself during meetings—body language and seating arrangements can significantly alter the perception of authority.

I’ve learned that every interaction feeds into a much larger narrative. If I inadvertently project dominance—let’s say by sitting at the head of the table or crossing my arms—it can signal a lack of openness that discourages team members from stepping up. I’ve come to understand this more profoundly after working closely with teams influenced by varying cultural dynamics, particularly during my trips to the Middle East. There, social and political contexts shape team behavior in ways I’ve had to adapt to.

Sometimes, turning this ship around necessitates a candid conversation. I recommend having open discussions about the tendency for team members to look for my quick stamp of approval. This dependency can create an unconscious atmosphere of disempowerment. I employ a structured method I can’t recommend enough, called the B Method, which focuses on Behavior, Emotions, and Effects. This approach has illuminated for my team that their reliance on my validation not only diminishes their sense of empowerment but also adds unnecessary pressure to my role.

Importantly, I clarify that seeking my support does not mean I’m sidelining my responsibilities. Instead, I remind my team that I am here to mentor, not to take over their challenges. This clear communication aids in creating a culture suffused with empowerment and psychological safety; members must feel secure enough to make bold decisions within their roles. I emphasize their capabilities and support their choices. This mindset doesn’t simply improve team morale, but also allows me the valuable headspace to focus on broader strategic mentoring and coaching tasks.

In this transitional phase, I have come to appreciate the significance of my responses. Rather than jumping in with answers when asked for guidance, I now strive to promote their autonomy gently. By affirming my trust in their judgment, I help instill a sense of agency, which profoundly enhances teamwork and collaboration.

Ultimately, the journey of effective leadership begins with an acute self-awareness of how I present myself and the underlying impact on my team. Unpacking the origins of their dependency on my approval, and working toward nurturing their independence, is critical. Gradually, I see a culture of empowerment forming—a culture where my team can thrive autonomously while feeling assured of my unwavering support.

One quote that resonates with me in these moments is from Simon Sinek:

‘Leadership is not about being in charge. It’s about taking care of those in your charge.’

Each day, I remind myself that my responsibility extends beyond simply managing tasks; it’s about fostering development and making sure my team has the space to grow.

By embedding a sense of psychological safety into our processes, we can transition from a traditional authority-driven model to one rooted in collaboration and trust. I’ve observed that 80% of employees report feeling more engaged when they know their opinions are valued. Those numbers shouldn’t just be stats; they should serve as a guiding principle for us all.

Collectively, we can set the tone for empowered decision-making. It requires a conscious adjustment, not just from me as a leader but from the entire team, to underscore that we’re all capable of carrying the torch forward. Each of my team members has the potential to shine like the stars they are—encouraging them to step into the light is a responsibility I take seriously.

So, what do you do if you’re in a similar situation? Reflect on your leadership approach and the values underpinning it. Ask yourself how psychologically safe your team feels. Emphasize a culture that supports autonomy and confidence. By doing so, we aren’t just enhancing individual capabilities—we’re crafting an environment where all members can thrive by making conscious, impactful decisions.

Leaders must realize that empowering their teams cultivates growth, and in turn, sets the stage for greater success. I embrace this ongoing journey, remembering that every moment is an opportunity to instigate positive change not just for myself, but for every member of my team.

In the end, it’s about creating a legacy of empowerment that will ripple through every facet of our organization, ensuring that we are not just leaders of tasks but fosterers of potential.