Ronald S. Jonash, Philip D. Metz, and Bruce McK. Thompson

The flip side of rewards is risk. A commitment to delegation and empowerment raises a host of thorny questions. For example: How do you strike a balance between trust and security? Senior managers want people to be bold enough to do “what’s right” for the company – but what if what’s right for the company means shutting down their project or cutting back research dollars for their operation? If top management doesn’t give people the security to make the right decisions, can they expect people to act against their own interests? On the other hand, if teamwork eliminates all personal risk (“just be a good team player and don’t worry”), will people be motivated to perform?

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