The Five Dimensions of Empowerment at Work: An Introduction to the SPACE Model
Do any of these experiences sound familiar, or have you (like most people) been missing out on working somewhere that makes you feel empowered?
Research on the state of employee empowerment tells us itâs probably the latter; one study found that only 36% of professionals feel empowered to do their best work, and thatâs a serious problem, both for employees and the companies we work for. Thatâs because empowerment has the rare quality of being both foundational to running a successful organization in any time or place AND particularly urgent in our specific moment of existence.
Fortunately, there is a tall stack of research that supports the value of empowerment at work, and thatâs worth getting excited about!
Whereâs the âexciting evidenceâ!?
Letâs start with just a few examples: research consistently shows that when employees are empoweredâŠ
They express higher levels of engagement.
Their companies generate more revenue.
Employees are more likely to be committed to the organization and motivated to do their best work, which means performance improves along with retention.
Companies are more innovative.
Organizational citizenship behaviors, like voluntarily helping colleagues, are more common.
Employees are more likely to report a sense of belonging at work.
We know about these benefits because decades of empirical research exist based on self-determination theory (SDT), one of the most commonly applied models in organizational research since the 1970s. This foundational knowledge about employeesâ basic psychological needs and self-determination is a cornerstone of our empowerment work here at Cultivate.
The three âbasic psychological needsâ that are central to self-determination theory.
Organizations with strong cultures of empowerment are particularly supportive environments for Cultivators, the people who work hard to create positive change from within large companies. In empowering organizations, Cultivators can thrive, which also means their companies can more easily surface new ideas, leverage internal resources to drive strategic change, and continually adapt to emerging needs and conditions from the grassroots.
Research is also clear that the satisfaction of individualsâ need for empowerment is âessential for sustaining optimal psychological functioning and motivation.â That relationship between empowerment and overall employee well-being is one of the best arguments for prioritizing empowerment in the current employment climate, when mental health has been dramatically impacted by the pandemic, especially among those already disproportionately impacted by racism, heterosexism, and other forms of marginalization.
Unfortunately, despite the evidence supporting the impacts of empowerment and disempowerment at work, embracing empowerment as a priority continues to be a challenge for leaders, managers, and all employees who are already under intense pressure to perform and to engage in a variety of initiatives around other important priorities such as advancing DEI goals, retaining top talent, promoting long-term innovation capacity, or increasing resilience, especially after multiple years of ongoing pandemic stress.
The good news is, many of these priorities that tend to be treated as isolated issues can all be positively impacted by investing in empowerment! I know that might seem like an outsized claim to make about just one thing, so let me explainâŠ
What we mean when we say empowermentâŠ
One of the reasons we feel comfortable making big claims about the benefits of empowerment at work is that our definition of the concept isnât just one thing; itâs a multi-dimensional model thatâs grounded in much of the research Iâve shared so far.
The Cultivate Model of Organizational Empowerment includes five dimensions: Skill, Purpose, Autonomy, Community, and Engagement (SPACE).
Basically, there are two things we believe every large organization can do to enable positive change from within:
1) Support their Cultivators.
2) Create an empowering space where those Cultivators can thrive.
Our empowerment model is a framework for the second imperative, but it isnât a prescription for how every leader or employee should behave. Itâs a tool for understanding the five things every person in your organization needs in order to feel empowered. There are nearly infinite tactics organizations can use to meet these needs, but the net result of those efforts should be more empowering work environments with all their intended benefits.
đĄModel Highlight: Empowerment is surprisingly social
You may notice something a little surprising about how we define empowerment: the community dimension. While concepts like autonomy and engagement conform to the individualism that tends to dominate discussions of empowerment at work, community is different because it represents our need for each other.
When one Cultivator we know, Stefanie Hausner, set out to empower a large marketing team with necessary project management tools and skills for on-time project delivery, there were obstacles, including team members who actively resisted the change. Stefanie worked with the team to overcome these challenges by focusing on multiple dimensions of empowerment: not only promoting the individual skills to use the available tools effectively but also developing the collective sense of community and connections between colleagues. This allowed the team to see their impacts on one another and collaborate to create ânew ways of working together,â resulting in broader support for the initiative and helping the team achieve a 27% increase in on-time project delivery in the first quarter alone.
This is just one small example of many that show empowerment is a social endeavor. Approaching an organizational problem by narrowly focusing on only the individual dimensions of empowerment can often fall flat, but the SPACE model can serve as a reminder of the benefits of community for driving motivation and promoting grassroots change throughout an organization.
A closer look at the dimensions
Because the five dimensions can all be interpreted in a variety of ways, the SPACE model of organizational empowerment also includes a set of concrete, observable factors that help to describe what each dimension can look like in the context of employeesâ actual work experiences.
Expand each of the dimensions below to learn more:
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If youâve ever thought I have no idea what my supervisor thinks of my abilities, struggled to gain access to professional development opportunities that would improve your work, or dealt with colleagues who chipped away at your confidence and tended to assign blame for failures, youâve experienced the need for skill.
In empowering organizations, employees generally feel confident that they have the knowledge, capabilities, and capacity to be successful in their roles. Some signs that your organization is meeting this need includeâŠ
Role/performance clarity: People know whatâs expected of them and how they are being evaluated; as needs change, they have opportunities to participate in the process of updating those expectations.
Access to professional development: The organization invests in its people, in part, by providing meaningful, effective learning and development opportunities (from formal learning programs, to mentorship, to stretch assignments and more).
Experimentation/risk-taking: Employees understand their roles, their organizational context, and their own capabilities well enough to take smart risks and to experiment with new ideas in ways that move the organization forward.
Celebration of pivots & acceptance of failures: When an idea, initiative, or project goes wrong, a risk ends with unfortunate consequences, or unforeseen circumstances require a pivot, peopleâs instinctive response isnât to hide their mistakes or to blame themselves or others, but to celebrate these moments as crucial learning opportunities.
One of the most concrete ways companies can empower employees is by making sure they have access to the professional development they need to be effective in their roles, to adapt to change, and to advance their careers. This aspect of empowerment is especially important when you consider a current employment landscape where 96% of companies are struggling adapt to change due to skill gaps in the labor market and/or in their organizationâs leadership, and employee upskilling & reskilling are currently the top priority for nearly two thirds of L&D leaders. An added benefit of investing in the skill dimension of empowerment is that it can also increase employee satisfaction, especially among Gen Z employees, 76% of whom believe that learning is the key to career success.
When employees donât feel skilled or effective in their roles, they tend to experience anxiety and disengagement, failure and helplessness, and poor performance. Organizations that effectively mitigate those issues often do so by embodying a strong learning culture and adopting leadership and management norms that support experimentation and feedback. Companies that celebrate pivots and promote the belief that âfailure is code for learningâ also tend to be more innovative and more capable of sustaining innovation in the long term.
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If youâve ever thought, I wish I felt more connected to my work, struggled to explain to someone what your role in the company really means, or wondered if anyone even notices the quality of the work you do, youâve experienced the need for purpose.
In empowering organizations, employees tend to feel connected and committed to the mission as well as recognized for their efforts and accomplishments. Signs that your organization is meeting this need includeâŠ
Mission & goal transparency: Everyone knows and feels connected to the mission; current goals are communicated clearly throughout the organization, and employees can easily draw a line between their work and how it advances the mission.
Recognition: Managers, leaders, and peers consistently and meaningfully recognize and appreciate each otherâs efforts, contributions, and achievements.
A clear mission (that employees feel connected to) is essential for both learning and for promoting employeesâ sense that their work is meaningful, because it provides a framework employees can build on for âinternal sense-makingâ or connecting their work and their learning to specific organizational outcomes. A mission and goals that are tied to a higher purpose and impact on the wider community are also inspirational, and as long as the message is authentic and backed up with more than just words, that kind of inspiration can effectively drive motivation, performance, and commitment to the work where other types of incentives and initiatives fall flat.
A recent study from Gartner found that employees are particularly hungry for purpose and recognition as a result of the pandemic, with 56% of their respondents sharing that the pandemic made them want to contribute more to society and an even higher number saying they were rethinking the place of work in their lives. The study also found that employee retention and motivation were directly connected to their need to feel valued, acknowledged, and empowered at work. Similarly, McKinsey recently investigated the reasons why employees are leaving their jobs in record numbers (i.e. âthe great resignationâ) and found that not feeling valued by their organization/manager was one of the top two factors employees cited as their motivation for leaving.
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If youâve ever thought, Iâm so tired of being micromanaged, hesitated to try a new approach to your work for fear of backlash, or wished for a seat at the table when others are making big decisions behind closed doors, youâve experienced the need for greater autonomy.
In empowering organizations, individuals have the power to direct their own work and manage both the risks and consequences of their choices in an environment that promotes experimentation. Signs that your organization is meeting this need includeâŠ
Trusting management: Employees donât feel micromanaged, and managers express trust in their teamsâ abilities. Leaders and managers treat employees like reasonable adults, and policies/procedures are flexible enough to allow people to complete their work in a variety of ways.
Individual choice-making: People generally have the power to decide how to structure their work and achieve objectives without needing approval from a supervisor at every step.
Decision-making inclusiveness: Employees have a real seat at the table when it comes to decisions that affect their own work and the aspects of the company they are most connected to.
Challenges to the status quo: People at all levels are comfortable with introducing new ideas and proposing changes to the âway we do things around hereâ without fear of retaliation.
The benefits of autonomy at work are substantial. A foundational meta-analysis of related studies found associations between autonomy and high-value business outcomes including retention, job satisfaction, commitment, involvement, performance, and motivation.
As employees become more autonomous, they tend to feel âless constrainedâ by policies or processes that would otherwise inhibit their creativity. On a similar note, autonomy has been shown to promote a culture of innovation at work, with overall innovation potential increasing through worker participation in organizational decision-making. A recent Deloitte study of over 400 company leaders also bears out this relationship between autonomy and innovation, finding that, âleaders who proactively avoid micromanagement end up delivering more successfullyâ and companies with over 20% of revenue growth during the past 18 months were 14% more likely than average to âspread ownership of innovation throughout the organization.â
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If youâve ever thought, I wish I had a friend at work, felt isolated from your colleagues, or wondered if you really belonged in your organization, youâve experienced the need for community.
In empowering organizations, colleagues form strong, genuine connections with each other, fostering feelings of belonging and a culture where both collaboration and commitment are the norm. Signs that your organization is meeting this need includeâŠ
Authentic interactions: Employees generally feel they can âbring their whole selvesâ to work, so they interact with others in ways that align with their true identities and values.
Cross-functional & multi-level collaboration: Siloes either donât exist or donât get in the way of collaboration and communication between colleagues; people feel comfortable reaching out to each other for information, feedback, and co-creation, regardless of their rank, title, or position in the formal org. hierarchy.
Presence of internal communities: In addition to the general sense of community at work, there are also formal and/or informal community groups employees can join or create (e.g. ERGs, communities of practice).
Community inclusion: All employees feel welcomed and valued as members who belong within the overall workplace community; they tend to have colleagues they consider friends, and they have the time and support to participate in more formalized community groups during their work days.
A sense of community (also sometimes called ârelatednessâ or âconnectionâ in the research) is vital to employee empowerment, and the benefits of meeting that need are many. One recent study found that employees who feel a sense of belonging at work are 5.3x more likely to report feeling empowered to perform at their best. A feeling of inclusion or belonging at work is a significant predictor of employee motivation and organizational commitment and it promotes higher levels of engagement.
In times of change, internal workplace communities are a crucial way to support employeesâ adoption of new behaviors, which is necessary for both socializing new employees and for implementing strategic change among existing employees. In fact, in 2022, 74% of companies in a multi-industry study reported that their internal communities were moderately to extremely effective at facilitating behavior/culture change. The same study reported steady growth in empowerment over the past three years as a result of communities providing opportunities for members to feel seen and heard, take leadership initiative, ask questions/get answers, and connect with others.
Community is also a crucial requirement for widespread collaboration across an organization, which is increasingly important for success, âin an age when almost every field changes too much, too fast for individuals to master,â and complex problems require multiple perspectives to solve. A sense of community can also help make organizations more agile and resilient in the face of change, because while major changes in organizations tend to be disruptive, strong employee networks and relationships at work help offset the anxiety and stress that usually tag along with that disruption.
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If youâve ever thought, I donât see why I should even care about this project, wished people were better about sharing their learnings so you didnât have to repeat the same mistakes, or felt bombarded by the constant churn of seemingly pointless change initiatives, youâve experienced the need for engagement.
In empowering organizations, people generally feel intrinsically motivated to contribute rather than feeling forced or pressured to perform. They also help each other more and express a high level of satisfaction and desire to stay with the company. Signs that your organization is meeting this need includeâŠ
Org commitment: Employees feel some attachment to the organization, enjoy their membership, and plan to stay with the organization in the future, so turnover is reduced, and satisfaction is generally high.
Knowledge sharing: People donât hoard their knowledge of the organization or their individual expertise to be meted out as a show of their power; instead, knowledge is solicited and shared freely between all members of the organization and treated as a communal resource.
Engagement has already come up several times throughout this post, and thatâs because itâs both a need and a highly desirable outcome of many organizational improvement efforts. In fact, both engagement and organizational commitment are so impactful to organizational success that they each have their own entire bodies of literature dedicated to highlighting their importance, and often, their absence. For example, Gallupâs most recent State of the Global Workplace Report shows that 65% of the US workforce is not engaged. That low level of engagement is a shame, because multiple researchers have found that both empowerment and engagement have significant relationships to retention and organizational commitment and that both contribute to positive outcomes like faster decision-making and a âmore open, innovative environment.â
One of the ways empowerment can impact business outcomes like revenue generation is through promoting employee engagement and satisfaction. A meta-analysis of studies on nearly 8,000 business units across 36 companies found that business units in the top quartile of employee engagement earned approximately $960K more revenue per year, per unit. This outcome may be due, at least in part, to the positive relationship between employeesâ level of engagement and their work performance.
While there are many ways engagement can be observed, knowledge sharing is one of the signals we assess because it is both a highly valuable and uncommon form of engagement in its own right, especially within large, complex organizations. When knowledge sharing behaviors are absent in an organization, research has also shown that the benefits of other important dimensions of empowerment can be inhibited. For example, one study found that trust and connection (in the form of psychological safety) positively influenced employeesâ creativity, but only when knowledge sharing was also present.
How to use this model
We built this comprehensive definition and model of organizational empowerment as a way to synthesize the large quantity of research on this subject into a simplified list of dimensions that describe, at a high level, what it looks like to inhabit a more empowering organizational space where all employees can thrive.
Actually creating environments that empower rather than disempower employees takes real work from every level of the organization:
Leaders have to understand the business value of empowerment and invest appropriately in those who are most motivated and capable of shifting the culture (i.e. their Cultivators and communities).
Managers have to extend trust to their teams, embrace vulnerability, engage in dialogue, build strong cross-functional & multi-level relationships, and adopt the mindsets and behaviors of innovation leaders rather than struggling to preserve rigid hierarchies.
Employees have to develop the skills and mindsets of self- and mutual empowerment. Build trusting networks and communities. Prioritize collaboration over interpersonal competition. Share knowledge. Manage up. Try. Fail. Try again.
Leaders and managers can use the five dimensions and their various indicators as a diagnostic guide, both informally (as a way to take a mental inventory of empowering and disempowering experiences) and formally (via tools like our Organizational Empowerment Assessment). Anyone responsible for a team, unit, or entire organization can also use the dimensions as topics for discussion with team members around their individual needs for skill, purpose, autonomy, community, and engagement, and whether those needs are being met. The dimensions could also be used to guide a collaborative audit of the available supports and barriers to empowerment in a specific context in order to identify gaps or opportunities for improvement.
While the actions leaders and managers take to impact the level of empowerment experienced throughout an organization, creating empowering work environments isnât just a top-down activity. Individual employees without formal leadership roles can also use the dimensions of empowerment as a way to contextualize their own experiences of empowerment or disempowerment at work, pinpointing specific needs. That knowledge can be used as a way to provide both positive and constructive feedback to supervisors and to self-advocate for changes that could increase their level of empowerment and enable them to do their best possible work.
Even without formal authority through a title or management position, employees also empower and disempower each other. Reflecting on the dimensions of empowerment can be a way for all of us to self-assess as we look for new ways to empower ourselves and our peers to take action and change things for the better at work.
On that note, if youâre as excited about the concept of self and mutual empowerment as we are, check out the Empowered Cultivator Lab, our free, email-based course thatâs full of content and experiments everyone can use to take some concrete steps toward a more empowered self and a more empowering organization.
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