Empowerment refers to increasing the spiritual, political, social, educational, gender, or economic strength of individuals and communities.
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The term empowerment covers a vast landscape of meanings, interpretations, definitions and disciplines ranging from psychology and philosophy to the highly commercialized self-help industry and motivational sciences.
Sociological empowerment often addresses members of groups that social discrimination processes have excluded from decision-making processes through - for example - discrimination based on disability, race, ethnicity, religion, or gender. Empowerment as a methodology is often associated with feminism: see consciousness-raising.
"Marginalized" refers to the overt or covert trends within societies whereby those perceived as lacking desirable traits or deviating from the group norms tend to be excluded by wider society and ostracized as undesirables.
Sometimes groups are marginalized by society at large, but governments are often unwitting or enthusiastic participants. This Act made it illegal to restrict access to schools and public places based on race. Equal opportunity laws which actively oppose such marginalization, allow increased empowerment to occur. They are also a symptom of minorities' and women's empowerment through lobbying.
Marginalized people who lack self-sufficiency become, at a minimum, dependent on charity, or welfare. They lose their self-confidence because they cannot be fully self-supporting. The opportunities denied them also deprive them of the pride of accomplishment which others, who have those opportunities, can develop for themselves. This in turn can lead to psychological, social and even mental health problems.
Empowerment is then the process of obtaining these basic opportunities for marginalized people, either directly by those people, or through the help of non-marginalized others who share their own access to these opportunities. It also includes actively thwarting attempts to deny those opportunities. Empowerment also includes encouraging, and developing the skills for, self-sufficiency, with a focus on eliminating the future need for charity or welfare in the individuals of the group. This process can be difficult to start and to implement effectively.
One empowerment strategy is to assist marginalized people to create their own nonprofit organization, using the rationale that only the marginalized people, themselves, can know what their own people need most, and that control of the organization by outsiders can actually help to further entrench marginalization. Charitable organizations lead from outside of the community, for example, can disempower the community by entrenching a dependence on charity or welfare. A nonprofit organization can target strategies that cause structural changes, reducing the need for ongoing dependence. Red Cross, for example, can focus on improving the health of indigenous people, but does not have authority in its charter to install water-delivery and purification systems, even though the lack of such a system profoundly, directly and negatively impacts health. A nonprofit composed of the indigenous people, however, could ensure their own organization does have such authority and could set their own agendas, make their own plans, seek the needed resources, do as much of the work as they can, and take responsibility - and credit - for the success of their projects (or the consequences, should they fail).
Economic benefits of women empowerment 
Most women across the globe rely on the informal work sector for an income. If women were empowered to do more and be more, the possibility for economic growth becomes apparent. Eliminating a significant part of a nation’s work force on the sole basis of gender can have detrimental effects on the economy of that nation. In addition, female participation in counsels, groups, and businesses is seen to increase efficiency. For a general idea on how an empowered women can impact a situation monetarily, a study found that of fortune 500 companies, “those with more women board directors had significantly higher financial returns, including 53 percent higher returns on equity, 24 percent higher returns on sales and 67 percent higher returns on invested capital (OECD, 2008).” This study shows the impact women can have on the overall economic benefits of a company. If implemented on a global scale, the inclusion of women in the formal workforce (like a fortune 500 company) can increase the economic output of a nation.
Barriers of women empowerment 
Many of the barriers to women empowerment and equity lie ingrained into the cultures of certain nations and societies. Many women feel these pressures, while others have become accustomed to being treated inferior to men. Even if men, legislators, NGOs, etc. are aware of the benefits women empowerment and participation can have, many are scared of disrupting the status quo and continue to let societal norms get in the way of development.
The process which enables individuals/groups to fully access personal/collective power, authority and influence, and to employ that strength when engaging with other people, institutions or society. In other words, “Empowerment is not giving people power, people already have plenty of power, in the wealth of their knowledge and motivation, to do their jobs magnificently. We define empowerment as letting this power out." It encourages people to gain the skills and knowledge that will allow them to overcome obstacles in life or work environment and ultimately, help them develop within themselves or in the society.
To empower a female "...sounds as though we are dismissing or ignoring males, but the truth is, both genders desperately need to be equally empowered." Empowerment occurs through improvement of conditions, standards, events, and a global perspective of life.
According to Thomas A Potterfield, many organizational theorists and practitioners regard employee empowerment as one of the most important and popular management concepts of our time.
Ciulla discusses an inverse case: that of bogus empowerment.
In management 
In the book Empowerment Takes More Than a Minute, the authors, Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three keys that organizations can use to open the knowledge, experience, and motivation power that people already have. The three keys that managers must use to empower their employees are:
- Share information with everyone
- Create autonomy through boundaries
- Replace the old hierarchy with self-managed teams
According to author Stewart, in her book Empowering People she describes that in order to guarantee a successful work environment, managers need to exercise the “right kind of authority” (p.6). To summarize, “empowerment is simply the effective use of a manager’s authority”, and subsequently, it is a productive way to maximize all-around work efficiency.
These keys are hard to put into place and it is a journey to achieve empowerment in a workplace. It is important to train employees and make sure they have trust in what empowerment will bring to a company.
In economic development, the empowerment approach focuses on mobilizing the self-help efforts of the poor, rather than providing them with social welfare. Economic empowerment is also the empowering of previously disadvantaged sections of the population, for example, in many previously colonized African countries.
See also 
- Employee engagement
- Youth empowerment
- Black economic empowerment
- Angela Rose
- Management fad
- United Nations Research Institute for Social Development. 2010. Combating Poverty and Inequality: Structural Change, Social Policy and Politics. Geneva: UNRISD “Gender Inequalities at Home and in the Market.” Chapter 4, pp. 5–33
- UNICEF. 2007. “Equality in Employment,” in The State of the World’s Children. New York: United Nations Children’s Fund.
- Argawal, Bina. 2010. “Gender and Green Governance: The Political Economy of Women’s Presence Within and Beyond Community Forestry.” New York, NY: Oxford University Press
- World Survey on the Role of Women In Development. 2009. Women’s Control over Economic Resources and Access to Financial Resources, including Microfinance. New York: United Nations.
- Nussbaum, Martha C. 1995. “Introduction,” in Martha C. Nussbaum and Jonathan Glover, eds. Women, kjijkjkk, and Development: A Study of Human Capabilities, pp. 1–15. Oxford: Clarendon Press
- World Survey on the Role of Women In Development. 2009. Women’s Control over Economic Resources and Access to Financial Resources, including Microfinance. New York: United Nations
- "Empowerment Takes More Than a Minute" by Ken Blanchard, John P. Carlos, and Alan Randolph
- (Dr. Asa Don Brown)
- Potterfield, Thomas. "The Business of Employee Empowerment: Democracy and Ideaology in the Workplace." Quorum Books, 1999, p. 6
- Ciulla, Joanne B. (2004), "Leadership and the Problem of Bogus Empowerment", in Ciulla, Joanne B., Ethics, the heart of leadership (2 ed.), Greenwood Publishing Group, ISBN 978-0-275-98248-5, "[...] in many organizations, promises of empowerment are bogus."
- "Welcome to MicroEmpowering!". Microempowering.org. Retrieved 2012-08-24.
- Blanchard, Kenneth H., John P. Carlos, and Alan Randolph. Empowerment Takes More than a Minute. San Francisco: Berrett-Koehler, 1996.
- Thomas, K. W. and Velthouse, B. A. (1990) "Cognitive Elements of Empowerment: An 'Interpretive' Model of Intrinsic Task Motivation". Academy of Management Review, Vol 15, No. 4, 666-681.
- Stewart, Aileen Mitchell. Empowering People (Institute of Management). Pitman. London: Financial Times Management, 1994.
- Wilkinson, A. 1998. Empowerment: theory and practice. Personnel Review. [online]. Vol. 27, No. 1, 40-56. Accessed February 16, 2004.