In his 1982 article published in the Harvard Business Review, Laurence Oncken highlights the importance of empowerment in organizations. He argues that managers often delegate tasks rather than empowering their subordinates, leading to a culture of dependency and micromanagement. To overcome these issues, Oncken suggests developing a principle-based value system that fosters trust and collaboration between managers and subordinates. This requires a shift in mindset from individual success to believing in the potential of others, as well as a willingness to delegate effectively by giving subordinates their own "monkeys" and trusting them to handle problems independently.

Oncken also emphasizes the importance of overcoming feelings of deficiency that managers may experience when others gain power, information, money, or recognition. By living with integrity and creating a culture of empowerment, managers can build a strong foundation for delegating tasks effectively and fostering trust and collaboration between management and subordinates.

In summary, Oncken's article challenges managers to rethink their approach to delegation and building relationships with their subordinates in order to create an environment of empowerment that unleashes the full potential of their organization.