Tuesday, 1 November | 9AM - 12PM ET
Limited to 50 attendees
$375/€367 through 15 October
$425/€416 after 15 October
Recent changes to the world of work have been profound — resulting in a myriad of unpredictable challenges for leaders. While leaders work through these challenges, the changing environment has also caused many employees to reconsider why and where they work. While the idea of empowerment is not new, it has certainly taken center stage as organizations consider how to retain, lead, and manage a successful workforce. In fact, meta-analytic data suggests that empowerment contributes about 30% of the variance in performance. Simply put, an empowered workforce means organizations that are better, stronger, and faster. However, many leaders resist empowering others, particularly in virtual teams. To effectively lead and manage virtual teams, leaders need to empower those around them to encourage growth, commitment, and more engaging interactions and decision-making. In this session, we leverage experiential learning strategies to engage participants in a hands-on activity designed to stimulate thinking around a well-designed decision-making scenario based on empirical research. Most importantly, participants will learn how to overcome resistance to empowering others through the power of integrating diverse knowledge and creating productive team environments.
- Develop strategies for overcoming resistance to empowering leadership
- Understand the importance of creating supportive environments
- Learn strategies to create better decisions within teams
Lauren D’Innocenzo, PhD
Associate Professor, Department of Management and Provost Solutions Fellow, LeBow College of Business, Drexel University
Lauren D'Innocenzo is an Associate Professor of Organizational Behavior at Drexel's LeBow College of Business, a Provost Solutions Fellow, as well as a Senior Consortium Fellow for the Army Research Institute. Her research focuses on understanding team effectiveness by exploring compositional elements, contextual influences, and emergent team dynamics. Practically speaking, her emphasis is on how to leverage the knowledge, skills, and abilities of team members and encourage effective team processes through leadership, productive interactions, and supportive environments. Using an applied research approach, Lauren has worked with a number of Fortune 500, governmental agencies, and hospitals in a variety of capacities including data-driven research, executive education programs, interventions, executive reporting, and consulting. The current focus of Lauren’s research involves understanding drivers of surgical team effectiveness including patient safety and operating room efficiency. Her research has been published in leading peer-reviewed academic journals, including the Academy of Management Journal, the Journal of Applied Psychology, and the Journal of Management. Lauren holds a PhD from the University of Connecticut and was recently named to Poets and Quants list of "Best 40 Under 40 Professors."