At first glance, my preferred leadership style may sound unconventional — even reckless. I often say I believe in letting the inmates run the prison. But behind that jarring phrase is a deliberate and disciplined approach rooted in empowerment, accountability, and trust.
What I mean is simple: I believe in building teams where people have ownership, not just orders. When people have a real stake in the mission, and they understand how their individual contributions fit into the bigger picture, they work harder, care more, and solve problems on their own. This aligns with the findings of scholars who argue that ownership and autonomy are critical components of effective teams.1 But this only works when you create the right environment.
First, I make sure they have buy-in. Before we set goals or execute plans, I talk with the team. I explain the “why,” not just the “what.” I invite their feedback and concerns. When people feel heard and understood, they’re more likely to commit fully — because now it’s their mission too. This notion of creating buy-in is a proven strategy for enhancing team commitment and performance.2
Second, I ensure proper training. Empowerment without preparation is chaos. I never expect people to succeed in a vacuum. I focus heavily on developing their skills, teaching the “why behind the why,” and making sure they know both the playbook and when to call an audible. Research supports this, showing that training and development are key to team success.3
Third, I implement checks and balances. Trust isn’t blind — it’s structured. I believe in freedom within a framework. There are clear standards, routine supervision, and regular after-action reviews. This keeps us aligned and ensures that if something slips, we catch it early. Leadership isn’t about micromanaging — it’s about building a system where excellence is the standard and accountability is baked in. Studies have found that such systems of checks and balances contribute to effective team management.4
And finally, a smooth-running operation becomes its own validation. When your team is empowered, trained, and trusted, the results speak for themselves. Productivity improves, morale stays high, and people take pride in their work — because they know it’s their work. Evidence backs this up, revealing that empowered teams are more productive and have higher morale.5
So yes, I let the inmates run the prison — because when you build the right culture and equip your people to lead from within, you don’t just get compliance. You get commitment.
References
Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21(3), 249-269.
Fuller, J. B., Marler, L. E., & Hester, K. (2006). Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design. Journal of Organizational Behavior, 27(8), 1089-1120.
Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation, communication, and leadership effectiveness. Performance Improvement Quarterly, 21(4), 75-94.
Jha, S., & Nair, S. K. (2008). Influence of locus of control, job characteristics and superior-subordinate relationship on psychological empowerment: a study of managers in India. International Journal of Business and Systems Research, 2(2), 176-191.
Laschinger, H. K. S., Finegan, J., Shamian, J., & Wilk, P. (2001). Impact of structural and psychological empowerment on job strain in nursing work settings: expanding Kanter’s model. Journal of Nursing Administration, 31(5), 260-272.