The empowerment discussion has been very interesting so far. I've had both kinds of bosses - the micromanager that Nicola refers too and mangers who have stood back and left you unsupported, which as Seona says leaves you with 'no real sense' of waht you are doing. Both cases are confidence sapping. The first in that you feel awkward about making new suggestions or bringing new ideas to the table because you expect constant input that may not always be constructive, and in the latter case beacuase you can be cas adrift and left clueless especially in a newly created role. this may be beacuse the line manager themselves have no real idea where the position will go but then only by interacting properly can you establish this.
I think from a mangement perspective it is the personlaity of the idividuals involved that can be key. Seona nicely demonstrates this in her example and I have been in a simialr position in previuos roles whereby I have assigned tasks on an egalitarian basis which has caused disruption because some people are happier with routine and others with variety. When working for the CAB for example I found it was much more constructive to get one colleague to work through paper records and computter tranfers as she was happy doing this whilst being trained in new IT skills. At the same time I had another colleague trying out new programmes and delivering advice form new systems much faster as she was more confident with new situations. Empowering seems to be about giving confidence in which cae the old adage 'horses for courses' really does apply.

I can empathise with Seona’s experiences. In my previous job I was managed by a boss who’s idea of management was to tell you once what was wanted and then leave you to get on with it without further support. If I asked for help, as I did once with a staff discipline issue, I was provided with a manual to read, but no advice. As I am sure you can imagine that did not do much for my self esteem. I suspect that he thought this was empowering as I was left to make my own decisions, but as a consequence I over-managed those for whom I was responsible, because I didn’t want them to feel ignored as I did. However, this was wrong for my team who felt I was taking over. The difference was that I was able to discuss matters with them when it became apparent that there was an issue and, like Seona, we were able to balance the level of supervision/management required. It is a shame that the overall boss couldn’t do the same. I left that job a little while ago and like Nicola I am now very happy in my librarian role with a manager who encourages discussion and development suggestions. She has a relaxed style and teamwork is a major feature of our LIS. I feel greatly empowered to develop ideas and support the library assistant (who is also encouraged to suggest and make development changes). We discuss whether ideas are working and, if not, are encouraged to reflect on changes that could be made. The positive comments the LIS receives, from users, demonstrates that our ‘Team’ style is beneficial to the organisation.I had lost a great deal of confidence in my previous position but that has returned and I once again enjoy the chance to develop my skills, knowing that I have support.