please make presentation of attach file Instructions Your group will present both sides of your argument and submit your narrated PowerPoint presentation in Unit 11. Remember, the goal of this exerci

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please make presentation of attach file

Instructions

Your group will present both sides of your argument and submit your narrated PowerPoint presentation in Unit 11. Remember, the goal of this exercise is to create debate around issues which impact organizations. Do not be afraid to be provocative while still being respectful. In Unit 11, you will submit a Peer Evaluation Form (Ungraded) and give a class presentation.

Evaluation

Activity/Competencies Demonstrated

% of Final Grade

1.

Content (60%)

a. PowerPoint follows the structure of the Learning Group’s report.

/15

b. Presentation is engaging, catching the interest of peers, with all members of the learning group participating in the presentation.

/10

c. Presentation uses its medium presenting graphics, audio, video, and animation as appropriate.

/10

d. Presentation supports the choice of company presented.

/10

e. Presentation supports the conclusion(s) of the written report.

/15

2.

Communication (25%)

a. Uses language clearly and effectively

/10

b.  Information organized intelligently and holistically (i.e., not simply answers to questions)

/10

c.  Proper introduction and conclusion

/5

3.

Attention to Detail (15%)

a. APA Formatting (title, headings, and references)

10

b. Spelling and grammar

5

Total

/100

please make presentation of attach file Instructions Your group will present both sides of your argument and submit your narrated PowerPoint presentation in Unit 11. Remember, the goal of this exerci
Running head: Research paper 0 To Get the Most Out of Teams, Empower Them Student name Institution Professor Course Date GROUP B – To Get the Most Out of Teams, Empower Them Introduction Most of the employers together with managers consider working with inspired individual employees and teams to obtain the best results from them in terms of performance Employees that can take initiative and make decisions for their teams and the company as a whole are needed by companies in the knowledge-based economy. Managers have traditionally utilized a variety of incentives, such as monetary awards and promotions, to motivate their employees. However, such motivators are no longer sufficient to increase the performance of individuals and teams. As a result, in today’s highly competitive business world, managers are looking for new ways to inspire their employees to enhance their performance for the company’s advantage. As a result, executives wonder what new techniques they may employ to boost employee enthusiasm and build highly productive teams. While there are a variety of responses to this topic, the most persuasive is “Empower Teams to Get the Most Out of Them.” As a result, bosses should look for ways to increase their workers’ performance. Companies must get the most out of their staff when confronted with modern-day issues such as recession and rising competition. They need to figure out how to get them to work harder. While monetary incentives, such as pay raises, are important, they are no longer sufficient to develop high-performing workers and teams. Managers must learn the art of empowering their people to deal with the difficulty of gaining a competitive advantage on a global scale. They need to put together successful teams of people who can think strategically and make decisions (Wu & Chen 2015). Aslam and Shah (2017) encourage businesses to reinvent themselves and become more imaginative to remain competitive and innovative by using empowering tactics like workplace autonomy. To make employees more innovative and productive, it’s important to understand what motivates individuals aside from monetary or material rewards. The information also aids managers in creating a work environment that is supportive of employees. By empowering people, they can be more creative and innovative. Empowered teams are motivated and ready to offer their all-in order to build a successful business. Employees are no longer primarily motivated by monetary incentives, as times have changed. Workers in modern knowledge-based economies are increasingly conscious of their demands and roles within the company. They are aware of their desires and the organizations that can offer them the satisfaction and fulfillment they want (Wang et al. 2019). The present economic reality, according to Li, Chiaburu, and Kirkman (2017), is that empowerment is the most effective way to get the most out of employees. Because empowerment leadership improves subordinates’ ability to perform efficiently through motivation and self-efficacy, it allows leaders and managers to deal with difficult employment situations. They ensure that employees can lead in a variety of scenarios, resulting in the formation of effective teams (Qian, Song, Jin, Wang, & Chen, 2018). In team tasks, for example, any empowered team member can lead and generate beneficial team and corporate goals. Employees who are given the freedom to explore and develop their talents are more likely to be creative and inventive. As a result, the most effective strategy to get the best out of individuals and teams is to empower them. Many choices were made at the top of traditional bureaucratic organizations. Managers, on the other hand, must recognize that human resources are the company’s most valuable assets and play a significant role in its success. As a result, they should put their faith in them to make important decisions, particularly those that directly affect their work. Unnecessary control has a detrimental impact on motivation and leads to inefficient teams, which is why teams should have more freedom in decision-making (Ugwu, Onyishi, & Rodrguez-Sánchez 2014). While people may fail if they are given a lot of power because they may abuse it, an organization will gain from team leadership if power is spread and members are involved in decision-making (Wang, Law, Zhang, Li & Liang 2019). Furthermore, empowered employees are aware of the management’s expectations as a result of their contributions to the achievement of team and organizational goals. As a result, the most effective way for managers to exploit poor leadership and decision-making capacities is through empowerment. To improve their performance outcomes and competitiveness, they should teach and leverage their employees’ skills. Managers have always utilized financial incentives to motivate their employees, and some believe that such techniques, such as hefty salary packages and promotions, are effective motivators. These traditional processes are still used by certain organizations, but they are no longer relevant in today’s knowledge-based economy (Qian, Song, Jin, Wang, & Chen, 2018). While monetary incentives are important, they are ineffective without employee empowerment. Employees that are empowered are more likely to be creative because they have the opportunity to apply their abilities and gain expertise in a more independent setting. Empowerment boosts productivity and flexibility, giving you a leg up on the competition in today’s work world (Aslam & Shah, 2017). Employees that are empowered look for and implement new methods and ideas to improve their work performance and productivity. As a result, any employer that wants to get the most out of their employees in terms of creativity should empower them by allowing them to use their skills and abilities independently. While some businesses and managers may downplay the importance of empowerment, it has proven to be critical in team development and organizational effectiveness (Jose& Mampilly 2014). The need for empowerment in firms to encourage employees to attain performance outcomes has been supported by management researchers and practitioners. Workplace outcomes such as job happiness, organizational commitment, and innovation success are all influenced by psychological empowerment (Fong & Snape 2015; Schermuly & Meyer, 2016). Empowerment also increases workplace innovation, which improves employee performance for the company’s overall benefit. Employee empowerment’s creative capacities are a critical aspect for executives in firms across the industry. In firms where management attempts to increase performance by getting the most out of employees and teams, psychological empowerment should be stressed. Employees that are empowered are fully invested in their companies and try to improve them. In firms where management attempts to increase performance by getting the most out of employees and teams, psychological empowerment should be stressed. Employees that are empowered are fully invested in their companies and seek to give their all and work to their full capacity. Some claim that there is no single aspect that may encourage employees to perform well. Employee empowerment alone, the argument goes, will not drive them to be creative and innovative to reach their full potential. While the notion may be true, psychological empowerment involves a wide range of motivational factors, including intrinsic motivation, autonomy, and employee competencies. Extrinsic motivation is still crucial in the workplace, but it is no longer as important as intrinsic motivation. The subject of what motivates employees to act the way they do should be addressed by management. The key is to understand the sources of internal drives, such as having the freedom to do activities without being too supervised. Managers that are empowered trust their staff to offer their best without undue control since they have the skills and tools to complete their tasks (Qian et al., 2018). Because of the organization’s high level of empowerment, an employee working on a software program, for example, can work outside the company and deliver it on time and within budget. As a result, empowerment is a source of internal motivation that encourages employees to use their imagination and creativity. To improve performance through motivation, one of the most important factors in an organization is empowerment. While some argue that giving employees a lot of autonomy and decision-making authority is detrimental, it is the most effective strategy to address team challenges related to low motivation levels. Competent employees in the knowledge-based economy want more than just monetary compensation for their efforts. They want psychological empowerment to increase their performance and obtain intrinsic motivation. Empowering leadership encompasses creativity, innovation, and organizational dedication, all of which are required to meet performance objectives. As a result, leaders must recognize the value of employee empowerment by identifying their requirements and efficiently satisfying them to empower and motivate their employees. Their organizations, regardless of sector, will achieve their goals and objectives by empowering all employees, allowing them decision-making liberty, and fostering their innovation. To get the most out of their staff, influential leaders should learn how to empower them. Point I have a simple approach for high-performing teams with members that enjoy each other’s company and their professions. Remove the leash that management has placed around their necks and let them make their judgments. To put it another way, empower them. This tendency began a long time ago, when businesses learned that erecting layers upon layers of bureaucracy stifles creativity, hinders growth, and creates hoops for workers to jump through to accomplish anything (Schermuly & Meyer, 2016). Teams can be empowered in two ways. One way is to change the structure of the organization by delegating decision-making to team members and empowering teams to design their strategies. The other method is to increase team members’ perceptions of their authority, even when legitimate authority remains with the organization’s leaders. Structural empowerment, on the other hand, leads to increased psychological empowerment, offering teams (and organizations) the best chance at success (Schermuly & Meyer, 2016). According to research, empowered teams benefit in a variety of ways. Members are more enthusiastic about their work. They show a higher level of dedication to the team and the company. They also perform significantly better. Empowerment sends a message to the team that it is trusted and doesn’t need to be micromanaged all of the time by higher management. When teams are given the flexibility to make their own decisions, they embrace greater responsibility for both the good and the bad (Schermuly & Meyer, 2016). Granted, empowered teams must take the effort to support their continued learning and development, but teams entrusted with the capacity to direct their future do exactly that. So, do yourself (and your organization) a favor and make sure that the decisions that matter are made by teams, not by unnecessary layers of middle managers (Schermuly & Meyer, 2016). Counterpoint Advocates for empowerment point to the benefits while ignoring the risks of giving teams too much decision-making power. They believe that to build great teams, all a leader needs to do is do nothing because, by empowering teams, you’ve effectively stood down as a leader and lost your authority. Empowerment can be beneficial in some situations, but it is far from a panacea (Flanding, Grabman & Cox, 2018). Yes, during the last many decades, companies have become flatter, allowing decision-making authority to spread to lower levels of the organization. However, many teams are “empowered” simply because the management ranks have been whittled down to the point where no one is left to make the crucial decisions. The use of empowerment as an excuse to urge teams to take on greater responsibility without a corresponding rise in real advantages such as pay becomes meaningless (Flanding, Grabman & Cox, 2018). Furthermore, the organization’s leadership already knows what it wants its teams (and individual employees) to accomplish. How likely is it that if managers left teams to their own devices, they will always choose what the manager wants? Even if the manager offers guidance on how the team should go, empowered groups might readily disregard it. Instead, they require guidance on what objectives to pursue and how to achieve them. That is the essence of effective leadership (Flanding, Grabman & Cox, 2018). Consider what happens when decision-making authority is shared among members of a team. The definition of each team member’s function becomes hazy, and members are unable to seek counsel from a leader. Finally, when teams are self-managed, they become isolated from the rest of the organization and its objective, much like silos. Giving individuals authority does not guarantee that they will use it wisely. As a result, delegate decision-making authority to people who have progressed through the ranks of the company. After all, they ascended to the position of leader for a reason (Flanding, Grabman & Cox, 2018). Conclusion Because their decisions affect the entire team and organizational success, empowering employees helps team members feel more responsible for their actions. Employees that are empowered become leaders in their own right, able to lead and accept responsibility for a variety of initiatives. It also improves team members’ self-esteem and trust. Because the team is worldwide, the diversity of the group equals more creativity and innovation, multilingualism is one of the advantages. The team will be encouraged to value and accept its members’ differences. This diversity will aid in the development of better teamwork and performance in the pursuit of the organization’s goals and vision. To maintain good morale and team spirit, the team should build cohesive, effective engagement. This will allow the team to strive toward a common goal and vision. Each team member will be given the authority to make important choices. This ensures that they will complete the job. When team members are empowered, they are more motivated to carry out their responsibilities and make significant changes. Because they are a part of the organization and responsible for its success, the empowered employee believes that their position is vital. The team will also view its diversity and differences as assets since it can draw on a wide range of talents, abilities, and experiences. Because the organization works with people of many countries and languages, language skills can be used to expand the company’s reach and performance. In addition to enhanced employee performance, the team’s diversity allows the organization to expand its talent pool. The distinct originality of each member should be recognized, and other members should emphasize the positive aspects of each member’s personality. Other members should focus on each member’s positive traits in terms of knowledge, talents, and viewpoints, and each member’s unique individuality should be recognized. References Aslam, A., & Shah, M. A. (2017). Taxation and the peer-to-peer economy. International Monetary Fund. Flanding, J. P., Grabman, G. M., & Cox, S. Q. (2018). Playbook to Digital-era Change Leadership. In The Technology Takers. Emerald Publishing Limited. Fong, K. H., & Snape, E. (2015). Empowering leadership, psychological empowerment, and employee Outcomes: Testing a multi‐level mediating model. British Journal of Management, 26(1), 126-138. Jose, G., & Mampilly, S. R. (2014). Psychological empowerment as a predictor of employee engagement: An empirical attestation. Global Business Review, 15(1), 93-104. Li, N., Chiaburu, D. S., & Kirkman, B. L. (2017). Cross-level influences of empowering leadership on citizenship behavior: Organizational support climate as a double-edged sword. Journal of Management, 43(4), 1076-1102. Qian, J., Song, B., Jin, Z., Wang, B., & Chen, H. (2018). Linking empowering leadership to task performance, taking charge, and voice: the mediating role of feedback-seeking. Frontiers in psychology, 9, 2025. Schermuly, C. C., & Meyer, B. (2016). Good relationships at work: The effects of Leader-Member Exchange and Team–Member Exchange on psychological empowerment, emotional exhaustion, and depression. Journal of Organizational Behavior, 37(5), 673-691. Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cohen, D. (2012). Teams are changing: Are research and practice evolving fast enough?. Industrial and Organizational Psychology, 5(1), 2-24. Ugwu, F. O., Onyishi, I. E., & Rodríguez-Sánchez, A. M. (2014). Linking organizational trust with employee engagement: The role of psychological empowerment. Personnel Review. Wang, L., Law, K. S., Zhang, M. J., Li, Y. N., & Liang, Y. (2019). It’s mine! Psychological ownership of one’s job explains positive and negative workplace outcomes of job engagement. Journal of Applied Psychology, 104(2), 229. Wu, C. M., & Chen, T. J. (2015). Psychological contract fulfillment in the hotel workplace: Empowering leadership, knowledge exchange, and service performance. International Journal of Hospitality Management, 48, 27-38.
please make presentation of attach file Instructions Your group will present both sides of your argument and submit your narrated PowerPoint presentation in Unit 11. Remember, the goal of this exerci
Running head: Learning Team Research Project: Research Paper 0 To Get the Most Out of Teams, Empower Them Abi Thomas Shaju Gurjeet Singh Simrandeep Kaur Yorkville university BUSI 2033 Organizational Behaviour and Management 11/11 Professor name Mr. Danny Hu Date 12 December 2021 GROUP B – To Get the Most Out of Teams, Empower Them Introduction Most of the employers together with managers consider working with inspired individual employees and team to obtain the best results from them in terms of performance. Employees that can take control of their team and an entire organization are needed by companies in the knowledge-based economy. Managers have traditionally utilized a variety of incentives, such as monetary awards and promotions, to motivate their employees. However, such motivators are no longer sufficient to increase the performance of individuals and teams. As a result, in today’s highly competitive business world, managers are on a constant pursuit in order to motivate their employees for the advantage of their organization. As a result, executives wonder what new techniques they may employ to boost employee enthusiasm and build highly productive teams. While there are a variety of responses to this topic, the most persuasive is “Empower Teams to Get the Most Out of Them.” As a result, bosses should look for ways to increase their workers’ performance. With the rising and falling competition. Managers are looking for ways to make the best out of employees Pay raises, can be very effective but they don’t provide enough motivation in the current era. Managers must look for new ways to motivate their employees for the sake of having an advantage over its competition on an international level. The best way to do this by putting together teams of people who are self-sufficient and independent (Wu & Chen 2015). Aslam and Shah (2017) are pushing businesses to become more innovative to rise above the competition. They believe that this can be achieved by setting up a workplace that directly motivates the employees. Instead of just adding more money and rewards the managers should create a very good work environment. The information also aids managers in creating a work environment that is supportive of employees. By empowering people, they can be more creative and innovative. When the employees are highly motivated, they will give their all for the organization. Employees are no longer primarily motivated by money incentives, as times have changed. Workers in the current era has an idea of what they want and what they have to provide for the company. They know what the organizations can provide for them and whether the organization can help them satisfy their personal growth and needs (Wang et al. 2019). The present economic reality, according to Li, Chiaburu, and Kirkman (2017), is that empowerment is the driving force that lets the employees working in the organization in the best way possible. Because empowerment leadership improves the employee’s skills and talents, it allows This makes it easier for the managers to tackle confusing and hard employment situation. They ensure the employees are trained for any kind of situation, this will let them for an undefeatable team (Qian, Song, Jin, Wang, & Chen, 2018). In team tasks, for example, if there is one empowered and motivated employee in a team he will empower and motivate everyone with him. Independent employees tend to know their skills and creativity more clearly. So, in order to get maximum benefit from employee, they must be motivated. Managers has the sole responsibility in learning the importance of human resource in their company. Human resources are the most valuable assets in any organization and they can ensure success. This is why managers should learn to experiment with the capabilities of their human resources. Teams shouldn’t have a stringent control over them. In order to see teams performing well, they should be given the opportunity to make decisions for themselves. (Ugwu, Onyishi, & Rodrguez-Sánchez 2014). Most times it is believed that giving too much power is dangerous because people act differently when they have power. But in the case of an organization, not only does the organization but also the people involved in the organization will only gain more benefits from a team that is capable of taking decisions for themselves (Wang, Law, Zhang, Li & Liang 2019). Furthermore, motivated employees are aware of what the organization is expecting from them and the result of their contributions to the growth of their team as well as the organization. As a manager, the best way to change the human resources’ dependency is with motivation. To get the best result out of organizations, they should know how to get the best out of their employees. Managers have always used money and material reward for employees, most of the managers believe that these works as good motivators for the employees. These traditional processes are still used by certain organizations, but they are no longer relevant in the current economical era (Qian, Song, Jin, Wang, & Chen, 2018). Even though, money and materials are important, but if an employee does not have the motivation to work, then the concept of money goes to waste. If employees are always controlled and are governed by stringent rules and regulations then they probably would be demotivated. But in order to get the most creativity from an employee, it is best that they receive the opportunity to test their independency. Independent setting always generates flexibility and productivity from an employee, this will give the organization a leg up on the competition in today’s work world (Aslam & Shah, 2017). On one hand the employees are looking for opportunities in which their time is valued and their talents are recognized. On the other hand employers are trying to recruit employees who are creative and independent decision makers. Often times, it is noticed in organizations and managers that they sometimes believe that empowering the employees are irrelevant (Jose & Mampilly 2014). Having empowerment will motivate employees and their performance will rise rapidly. This has been supported by management researchers and practitioners. Workplace outcomes such as the love for job, loyalty to organization etc. are all benefits emerging from psychological empowerment to motivation. (Fong & Snape 2015; Schermuly & Meyer, 2016). Motivating the employees increases workplace innovation, which improves employee performance for the company’s overall benefit. Employee empowerment’s creative capacities are a critical aspect for executives in firms across the industry. The first thing that managements should keep in mind while trying to get best performance from the employees is the psychological empowerment of the employees. For employees to work their full capacity, it is said that organizations should focus on the psychological empowerment. This is due to the fact that when their psychological aspects are empowered, they will feel that they need to invest their best talents and skills to the organization, this will keep the organization trying to get the most out of the employee teams as well. People believe that there is no single factor that may encourage employees to perform well. Employee empowerment alone, is believed, that it won’t let the employee become more creative or the fact that they won’t put their all into the organization. In the case of a psychological empowerment, this case may not be true. This is due to the fact that psychological motivation increases intrinsic motivation, autonomy, and employee competencies. When comparing the extrinsic motivation with the intrinsic motivation, intrinsic motivation is said to be more important. This does not mean that extrinsic motivation is irrelevant, it is still important. The main factor that generates internal drive is to be able to perform activities without constantly being supervised. When managers trust that their employees have the capability to perform their tasks without the managers intervention it was seen that there was an improvement in the performance of the employee (Qian et al., 2018). In a hypothetical situation if an employee is working on a software project inside the office with his manager constantly supervising, he might lose interest. But if he leaves the office and stay outside and work on his project there will be an internal motivation as he has the capability of using his imagination and creativity. In order to improve performance through motivation, one of the most important factors in an organization is empowerment. While some argue against the idea of giving the freedom of decision-making, we must realize that it is the most productive and well-established strategy. In order to address team challenges where employees are demotivated, this strategy works the best. In the current era, employees want more than just monetary motivation, employees are looking for an environment where they can be creative and feel recognized for their talents. Having a motivated leadership surges creativity and loyalty towards the organization. As a result, leaders must recognize the value of employee empowerment by identifying their requirements and efficiently satisfying them in order to empower and motivate their employees. Their organizations, regardless of sector, empowering an employee by giving them the freedom of making their own decisions will eventually make them creative and innovative. The best way to get the most out of heir employees, managers should learn this tactic. Point I have a simple approach for high-performing teams with members that enjoy each other’s company and their professions. Remove the leash that management has placed around their necks and let them to make their own judgments. To put it another way, empower them. This tendency began a long time ago, when businesses learned that erecting layers upon layers of bureaucracy stifles creativity, hinders growth, and basically creates hoops for workers to jump through in order to accomplish anything. (Schermuly & Meyer, 2016). Teams can be empowered in two ways. Firstly, there organization should create a structure in which the team has all the freedom of decision-making and to make their own strategies. The other method is to show that the employees have more power than they already do while they will still have an authority. Structural empowerment, on the other hand, leads to increased psychological empowerment, offering teams (and organizations) the best chance at success. (Schermuly & Meyer, 2016). According to research, empowered teams benefit in a variety of ways. Members are more enthusiastic about their work. They show a higher level of dedication to the team and the company. They also perform significantly better. Empowerment sends a message to the team that it is trusted and doesn’t need to be micromanaged all of the time by higher management. When teams are given the flexibility to make their own decisions, they embrace greater responsibility for both the good and the bad. (Schermuly & Meyer, 2016). Granted, empowered teams must take the effort to support their own continual learning and development, but teams entrusted with the capacity to direct their own future do exactly that. So, do yourself (and your organization) a favor and make sure that the decisions that matter are made by teams, not by unnecessary layers of middle managers. (Schermuly & Meyer, 2016). Counterpoint There is a huge chance that the disadvantages of empowerment for a team is being forgotten while we only highlight the advantages of decision-making powers for the employees. The idea of giving the employees the decision-making capabilities does not mean the leader can sit around doing nothing. In order to shape the team, an authority still has a vital role to play. (Flanding, Grabman & Cox, 2018). Yes, during the last many decades, many companies has given equal opportunity for decision making to their subordinates. However, many teams are “empowered” because companies have reached a point where everyone in a company has the same level of authority and there is no higher authority capable of taking a decision. Having empowerment in a workplace is just an excuse for making the relevant motivator such as money irrelevant. (Flanding, Grabman & Cox, 2018). Furthermore, the organization’s leadership already knows what it wants its teams (and individual employees) to accomplish. It is possible for a situation where the points of a manager become irrelevant, when the manager has a good point, there is a chance that they team would not take it into consideration. Instead, they require guidance on what objectives to pursue and how to achieve them. That is the essence of effective leadership. (Flanding, Grabman & Cox, 2018). Consider what happens when decision-making authority is shared among members of a team. This will make the concept of ‘team member’ irrelevant and most of the people in the organization will have the authority of decision making and they will all be self-managed. This will keep the team separate from being the entities of the organization. Giving individuals authority does not guarantee that they will use it wisely. As a result, delegate decision-making authority to people who have progressed through the ranks of the company. After all, they ascended to the position of leader for a reason. (Flanding, Grabman & Cox, 2018). Conclusion Because their decisions affect the entire team and organizational success, empowering employees helps a team member feel more responsibility for their actions. Employees that are empowered become leaders in their own right, able to lead and accept responsibility for a variety of initiatives. It also improves team members’ self-esteem and trust. Because the team is worldwide, the diversity of the group equals more creativity and innovation, multilingualism is one of the advantages. The team will be encouraged to value and accept its members’ differences. This diversity will aid in the development of better teamwork and performance in the pursuit of the organization’s goals and vision. To maintain good morale and team spirit, the team should build cohesive, effective engagement. This will allow the team to strive toward a common goal and vision. Each team member will be given the authority to make important choices. This ensures that they will complete the job. When team members are empowered, they are more motivated to carry out their responsibilities and make significant changes. Because they are a part of the organization and responsible for its success, the empowered employee believes that their position is vital. The team will also view its diversity and differences as assets, owing to the fact that it can draw on a wide range of talents, abilities, and experiences. Because the organization works with people of many countries and languages, language skills can be used to expand the company’s reach and performance. In addition to enhanced employee performance, the team’s diversity allows the organization to expand its talent pool. The distinct originality of each member should be recognized, and other members should emphasize on the positive aspects of each member’s personality. Other members should focus on each member’s positive traits in terms of knowledge, talents, and viewpoints, and each member’s unique individuality should be recognized. References Aslam, A., & Shah, M. A. (2017). Taxation and the peer-to-peer economy. International Monetary Fund. Flanding, J. P., Grabman, G. M., & Cox, S. Q. (2018). Playbook to Digital-era Change Leadership. In The Technology Takers. Emerald Publishing Limited. Fong, K. H., & Snape, E. (2015). Empowering leadership, psychological empowerment, and employee Outcomes: Testing a multi‐level mediating model. British Journal of Management, 26(1), 126-138. Jose, G., & Mampilly, S. R. (2014). Psychological empowerment as a predictor of employee engagement: An empirical attestation. Global Business Review, 15(1), 93-104. Li, N., Chiaburu, D. S., & Kirkman, B. L. (2017). Cross-level influences of empowering leadership on citizenship behavior: Organizational support climate as a double-edged sword. Journal of Management, 43(4), 1076-1102. Qian, J., Song, B., Jin, Z., Wang, B., & Chen, H. (2018). Linking empowering leadership to task performance, taking charge, and voice: the mediating role of feedback-seeking. Frontiers in psychology, 9, 2025. Schermuly, C. C., & Meyer, B. (2016). Good relationships at work: The effects of Leader-Member Exchange and Team–Member Exchange on psychological empowerment, emotional exhaustion, and depression. Journal of Organizational Behavior, 37(5), 673-691. Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cohen, D. (2012). Teams are changing: Are research and practice evolving fast enough?. Industrial and Organizational Psychology, 5(1), 2-24. Ugwu, F. O., Onyishi, I. E., & Rodríguez-Sánchez, A. M. (2014). Linking organizational trust with employee engagement: The role of psychological empowerment. Personnel Review. Wang, L., Law, K. S., Zhang, M. J., Li, Y. N., & Liang, Y. (2019). It’s mine! Psychological ownership of one’s job explains positive and negative workplace outcomes of job engagement. Journal of Applied Psychology, 104(2), 229. Wu, C. M., & Chen, T. J. (2015). Psychological contract fulfillment in the hotel workplace: Empowering leadership, knowledge exchange, and service performance. International Journal of Hospitality Management, 48, 27-38.

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