Have you ever been dizzy with power? Well, maybe you didn't actually feel dizzy, but power sure can make us feel good!

"Power changes people's view of themselves and others," states David Kipnis in his article, "The View from the Top." This article from Unit Seven of the Phi Theta Kappa Leadership Development Studies text sheds light on the relationship of power to delegation and empowerment of others.

Just as the absence of power can create problems, so may its presence. Kipnis points out that some leaders are power-hungry. They exploit those they lead; they become "puffed up" with their own importance; and their values become self-serving. "Often the people who control the behavior of others do not give them credit for the work they do," states Kipnis. The authoritarian leader believes that because he or she told the team members what to do, the success of the project had nothing to do with the skills and talents of the members. This type of leadership can lead to a poor relationship between the leader and the team members.

Democratic leaders, on the other hand, allow their team members to share in decision-making. These leaders provide direction with their ideals, vision and purpose. According to W. Warner Burke, the democratic leader "inspires followers by challenging them to work toward a higher purpose, something that not only is highly worthy of their time and energy, but cannot be achieved without a collective effort." In his article, "Leadership as Empowering Others," Burke explains that leaders must be charismatic and flexible.

Leaders give various excuses for why they don't delegate. To share power and empower others involves giving up a certain amount of control. For those who have a strong need for power, sharing can be difficult. According to the "Wise Words: The Art of Delegating" web site, leaders often give the following excuses for not delegating...

"I'd rather do it myself." Keep in mind that delegation extends the amount of work that can be done.

"I don't have time to train somebody to do the job." Think of the time spent training as an investment in the project and the person. Next time the same task comes up, you'll have someone trained to do the job.

"I don't know if my team members are capable." By showing confidence in them, you will empower them to want to do a good job.

"I can do a better job." Yes, and that is why you are a leader in the first place...you've had experience. Give your team members an opportunity to gain experience as well.

"I feel threatened." Remember, teamwork can be the key to success. Be willing to share the spotlight.

"I feel as though I'm losing control." When delegating, insist on feedback. You are delegating, not abdicating. Misunderstandings can result if you don't explain things clearly and if you fail to request feedback.

Once you have delegated a task, let go! Don't stand around looking over a person's shoulder. You will have to trust your team members to do their best.

In their article, "Delegate!" R. Alec Mackenzie and Kay Cronkite Waldo point out that delegation is one of the skills most critical to good management. Delegation has several benefits: 1) it increases your effectiveness by extending what can be done; 2) it releases time for more important tasks; 3) it maintains decision-making at the level where the required information and judgment exist; 4) it develops your team members' initiative, skills, knowledge, competence and job satisfaction.

According to Mackenzie and Cronkite, successful delegation involves identifying members with the necessary skills and giving clear instructions. Be sure to share expectations for the development and completion of the project. "Skillful delegation may be one of the most complicated and least understood managerial functions. If successfully handled, however, it can be one of the most rewarding."

So, when it comes to delegating and empowering others, just let go... and watch your members grow.