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The role of the mayor in promoting the empowerment of government  employees to aid in the successful implementation

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The role of the mayor in promoting the empowerment of government 

employees to aid in the successful implementation

The successful implementation of government projects depends on the actions and inputs of several stakeholders. Government employees are part of the key stakeholders that determine the city’s success, including the implementation of the water project in the City of Kesley. The mayor, being the overall leader of the City of Kesley, has a significant role in empowering government employees to help successfully implement the water project. The mayor’s role is to set clear expectations of the project that will give employees the freedom to make decisions that are in line with the project goals(Bosworth, 2017).

The mayor will also need to ensure that the employees working on the water project have the necessary resources(Bosworth, 2017). Employees will be successful if the mayor provides them with tools, resources, ideas, and sufficient support. This especially goes hand-in-hand with proper communication that will promote teamwork between employees, the mayor, and other stakeholders. The mayor also needs to give constructive feedback to the employees and, at the same time, accept ideas and input from the employees (Kahreh, Ahmadi & Hashemi, 2011). This will make employees part of the project. Lastly, the mayor should recognize employees for their hard work. Appreciating employees will motivate them to work even better and be innovative(Bosworth, 2017). By observing these empowerment ways, the mayor will be better empower the government employees.

 

 

 

Reference

Bosworth, P. (2017). 8 Tips to Empower Employees in the Workplace | Leadership Choice. Retrieved 2 September 2020, from https://leadershipchoice.com/empower-employees-in-the-workplace/

Kahreh, M. S., Ahmadi, H., & Hashemi, A. (2011). Achieving competitive advantage through empowering employees: An empirical study. Far East Journal of Psychology and Business3(2), 26-37.

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