Empowering others on a team means enabling members to take ownership of tasks, make decisions, and contribute to team goals with confidence, particularly in leadership management and post-conflict scenarios. It involves creating a supportive environment where individuals feel valued, fostering trust and collaboration. Piercy (2021) explains that empowerment occurs when leaders delegate responsibilities within a team system, ensuring each member’s role supports collective success. This strengthens team cohesion and helps resolve conflicts by encouraging open dialogue and mutual respect.

How empowerment is implemented involves leaders practicing self-leadership and building a culture of trust. Sudmann (2021) highlights that effective leaders model self-leadership to inspire team members, encouraging them to take initiative and address challenges collaboratively. By providing clear guidance, recognizing contributions, and involving members in decision-making, leaders rebuild trust after conflicts. This approach transforms disagreements into opportunities for growth, aligning individual efforts with team objectives. Empowerment enhances team resilience, improves morale, and ensures sustained performance, making it essential for effective leadership and conflict resolution.

Empowering team members is vital for effective team leadership and conflict resolution. Leaders who empower their teams build trust, enhance collaboration, and create resilience, particularly after conflicts. Grigsby (2008) notes teams succeed when members feel valued and have clear roles, which boosts cohesion and productivity. Empowerment involves granting autonomy and responsibility, allowing team members to contribute meaningfully. This fosters confidence and open communication, essential for resolving conflicts constructively.

Piercy (2021) describes teams as systems where each member’s input affects overall performance. Empowering individuals aligns them with shared goals, ensuring smooth team functioning. After conflicts, empowerment rebuilds trust by involving members in decision-making, reducing resentment, and promoting unity. Piercy (2021) also highlights group psychology shapes team dynamics. Leaders who empower others encourage positive behaviors such as cooperation, preventing conflict escalation.

Sinek (2020) emphasizes that great leaders inspire by focusing on the "why" behind actions, fostering a sense of purpose that empowers teams. This shared purpose motivates members to overcome challenges collaboratively, especially post-conflict, aligning individual efforts with team goals.

Empowerment transforms conflicts into growth opportunities, creating a supportive environment. Empowered members feel respected, strengthening their commitment. This enhances team performance and equips teams to handle future challenges effectively.

      One experience deeply shaping Maryam's leadership career was a case involving a 14-year-old boy arrested for burglary. As a social worker, Maryam knew using power alone wouldn’t solve the problem. Instead of judging, she listened. She found the boy’s mother was suffering from drug addiction, and he had been stealing to help her. She reported the situation to her supervisor and led the creation of a support team. The team arranged a counselor for the boy, connected the mother with rehabilitation, and rebuilt communication with the father.

      Some questioned Maryam's approach, but she believed in leading with empathy and inclusion. Greenleaf’s (1977) servant leadership and Spears’ (1995) traits of healing and awareness helped shape her actions. Kouzes & Posner (2017) emphasizes the importance of setting a personal example and empowering others through trust. Northouse (2021) also reminds us leadership must adapt to complex situations as this story. Maryam supported and empowered the family to grow. In time, the boy returned to school, the mother started recovery, and their home regained hope.

      This experience changed the boy's family's life and Maryam's as a leader. This success secured her promotion to be a member of high official commission in her hometown working on the document of social harms.

On one occasion, Jesus prayed all night, before deciding to appoint twelve common men as his apostles (English Standard Version Bible, 2016, Luke 6:12-13). Having diverse backgrounds and flaws, he had the vision to use them and he renamed and empowered them (ESV, 2016, Luke 6:14). Jesus empowered them to continue the work he left behind by faith and service.

       Another story was about Jesus meeting a Samaritan woman  (ESV, 2016, John 4:28,29). The woman met and talked to Jesus. Once Jesus disclosed her life history and provided her with the living water, she turned out to be an effective witness by telling her whole town about him. In spite of the stigma, Jesus also gave her the authority to lead others to Christ and this demonstrated his mission among the outsiders and women as key partners in the expansion of the Gospel (ESV, 2016, John 4:39-42).

       Jesus had an ability to empower others by giving them responsibility, by modeling their teaching, and rebuilding them out of failure. He selected ordinary people, made them to have sense and be capable to lead. He established his leadership on humility, inclusion, and faith, and demonstrated real empowerment can turn people around and create powerful, purpose-driven teams.

• How to empower followers in face of the fast changing technologies? How to keep up with the technological advancement as a leader?

• What's the best approach to delegate responsibilities? How can leaders assess if a team member is ready for the responsibilities?

• How do you adapt your empowerment approach when working in a hierarchical culture versus an innovative one? Share an example of how cultural norms could either support or hinder your efforts.