As general manager, it is my role to motivate all employees to do their best and ensure that they are

provided everything they need to accomplish this goal. It is almost impossible for me to succeed
without the help of the team. The day where the manager uses his authority to gain respect or
micromanage all the details is over. The manager needs to share the power and give more autonomy
and responsibility to enhance the employees’ creativity and belief in their capability to do the job.

During my first team meeting, I would like to be friendly and share my expertise and make sure that I
am relying on their expertise as well. As a young manager, I would appreciate people with quite a bit
of experience assisting me. In addition, it's important to emphasize the importance of each
employee's role to the company as a whole. However, it is more important for them to understand
the focus on long-term success to achieve sustainable progress. Which leads to enhancing the
meaningfulness of work.

Team leaders, especially those with high expertise, should be thanked for their past performance
and encouraged to build on it. Additionally, calmness in critical situations would show confidence in
the team's work. That would express confidence in their high performance, and their previous
success will be the limit they cannot fall below.

To encourage employees to contribute to decision-making, encouraging them to leave suggestions

and offer their opinions would make them feel that their voices are heard and valued. Which makes
them contribute more and provides them the trust to solve the problems. If Erik listened to Emma
and expressed his trust in her job, she would feel the autonomy from bureaucratic constraints that
she does not need to come to him with every problem. But he should also point to the problem, if it
is needed, in a good way. Otherwise, it could result in Emma becoming overconfident.

all these procedures will enhance the employees' belief in their self-efficacy (Cheong et al., 2016),
which leads to an increase in their work performance. However, it does not always result in
desirable outcomes. Because some people are afraid to look unable in front of their managers or do
not like to share problems and to reduce the job-induced tension (Cheong et al., 2016), I would
schedule a monthly face-to-face meeting with the employees. It can be a good opportunity to find
common ground with employees, carefully clarify who to empower and also to what degree, and
ensure no one has too much work to become burdened.

Reference:

Cheong, M., Spain, S. M., Yammarino, F. J., & Yun, S. (2016). Two faces of empowering leadership:
Enabling and burdening. The Leadership Quarterly