In doing this, inner leaders pursue two purposes: to attain mutually desirable goals and to help followers develop into mature professionals.

People want to make a difference; and if leaders let them and teach them to do it, they gain willing followers.

The inner leader's task is to allow the human "assets" with which they work to appreciate in value.

Empowerment appeals to the human values of independence, self-reliance, and individualism.

Empowerment means "to enable." It releases the power in others through collaboration.

Empowerment produces results of greater follower achievement, selfsatisfaction, and hard work.

The risk inherent in empowerment is that it asks the leader to trust in the essential goodness of followers.

Empowerment is facilitated by building and using structures that encourage self-reliance.

Empowerment is intellectually connected with several ideas such as teaming, participation, delegation, transformation, developing follower strengths, visioning, self-actualizing, and increased productivity.

Empowering leaders exercise control on the basis of results, not activity, events, or methods.

Do I relate to coworkers with the understanding that self-directed action supports deep psychological needs of people in work communities?

Do I treat coworkers as if they want to make a difference?

Do I recognize that coworkers will follow my lead if I let them and teach them to do the work-community's work?

Do I recognize the independence of my coworkers, or do I consistently try to tell them what to do?

Have I established a culture that encourages new ideas and independent thought that enhances the work community's vision?

Do I help others interpret their actions based on the work community's values and vision?

Do I encourage and enthuse coworkers to accomplish vision-directed work?

Am I comfortable with the ambiguity and uncertainty that may come from an autonomous workforce?

Do I encourage coworkers to take personal responsibility for the success of the work community?