Effective Leadership:

Employee Empowerment


Leading Others to Lead Themselves

Vadim Kotelnikov personal logo Vadim Kotelnikov

Founder, Ten3 Business e-Coach Inspiration and Innovation Unlimited!

"To be effective, a leader must successfully influence the way people influence themselves." ~ Charles S. Mans & Henry P. Sims, Jr. 

Key Benefits of Superleadership

Inspiring People: 4 Strategies



Two Common Traits of Great Leaders and Managers

  1. They have a desire to employ people with greater skills or knowledge than they themselves possess

  2. They have a desire and an ability to develop people into leaders themselves

Leadership-Management Synergy


Balanced Organization

5 Basic Elements

Wood (Corporate Capabilities):

9 Signs of a Losing Organization


Effective Leadership


Attitude Motivation

Leadership Schools

Inspirational Leadership

Creative Leadership

Creative Leadership DOs and DON'Ts

How To Lead Creative People

SMART Business Leader

Employee Empowerment

Managerial Leadership

Inspiring People

Energizing Employees

Motivating People

Winning Organization

Entrepreneurial Organization

Coaching Organization

Case Studies

Jack Welch, CEO, General Electric

25 Lessons from Jack Welch

What is SuperLeadership?

Superleadership is leadership that inspires organizational success by showing followers how to lead themselves.

Correlation Between Major Leadership Schools

SuperLeadership is a new form of leadership for the era of knowledge-based enterprises distinguished by flat organizational structures and employee empowerment. A super-leader is one who leads others to lead themselves through designing and implementing the system that allows and teaches employees to be self-leaders.

Inspirational Leader: 10 Roles

Super-leaders help each of their followers to develop into an effective self-leader by providing them with the behavioral and cognitive skills necessary to exercise self-leadership. "Super-leaders establish shared values, model, encourage, reward, and in many other ways foster self-leadership in individuals, teams, and wider organizational cultures."1

Why SuperLeadership?

"The function of leadership is to produce more leaders, not more followers." ~ Ralph Nader

If superleaders are successful in providing strategic alignment and coaching people, they develop followers who are productive, work independently, and need only minimal attention from the superleader.

An important measure of a leader's own success is the success of his or her followers. The strength of a leader is measured by the ability to facilitate the self-leadership of others. The first critical step towards this goal is to master self-leadership. If leaders want to lead somebody, they must first lead themselves.

The Tao of Leadership

Employee Self-Leadership the Key to Success in the New Economy

Self-leadership is an extensive set of strategies focused on the behaviors, thoughts, and feelings that we use to exert influence over ourselves. In the new economy, given the rapid change, complexity, high-tech autonomous work roles and employee empowerment in the knowledge-based enterprises, the new organizational structures are typically run by people who demand a different kind of culture than the old command-and-control format. Today, people are better educated and demand from their jobs more entrusted responsibilities and opportunities for personal growth, not just a paycheck. Talented and empowered employees are the prime ingredient of organizational success and they need to be able to lead themselves.

Empowered Self-Leadership

The best organizations have a theory and practice of leadership that subscribes to and promotes the concept that leadership exists at all levels within the organization. "Everyone provides leadership for those responsibilities that have been assigned to them. For the highest performing organizations, even the lowest-ranked staff within an organization must assume leadership and attention to detail for their responsibilities in a manner similar to the most senior and powerful."2

With super-leadership, followers are treated as and become self-leaders.

 Case in Point  General Electric (GE)

Running the mighty GE enterprise, with its twelve major businesses, Jack Welch didn't seem like a traditional manager.

Leadership vs. Management

He seemed more like a superleader: "I have no idea how to produce a good TV program and just as little about how to build an engine...My job is to chose the best people and to provide them with dollars. That's how the game is played." Jack Welch abandoned the old practice of setting goals for GE's business leaders. "Now, we don't reward them according to whether or not they reach their objectives. They're all going to get paid on their improvement, and they know that. In bureaucratic companies, they waste a lot of time on making budgets. They waste energy. The world is changing quickly. We can't afford to waste time in bureaucracy. GE is an informal company. We trust each other."4... More




  1. The New Superleadership, Charles C. Manz and Henry P. Sims, Jr.

  2. "The Basics of Leadership", Merlin Ricklefs

  3. "Jack Welch and the GE Way", Robert Slater

  4. Jack Welch quoted in Nikkei Business, February 21

  5. "Modern Management", Ninth Edition, Sameul C. Certo