Empowerment Theory Youth

Empowerment Theory

The concept of empowerment has been introduced into the field of psychology as a useful paradigm for understanding how to promote psychological wellness (Rappaport, 1981). Empowerment can be viewed as an outcome or a process. As an outcome, it refers to both the feeling of control over one's life and effective participation. Empowering processes facilitate people's active participation in determining matters that are important to them, by developing skills, self-confidence, awareness, and opportunities for self-determination. Empowerment takes different forms across people and settings and over time, but its emphasis is always the enhancement of strengths in the interest of more effective participation. Empowerment has direct implications for both research and practice in social science.

Empowerment is described as a process that leads to “participatory competence.” A common model of empowerment development features (a) the presence of conflict that requires action and (b) a dynamic cycle of reflection and action, in which participation [Page 402]leads to greater understanding, which leads to continued participation. The abilities and insights gained enable people to participate more actively in their own self determination and in affecting change in their environments (Kieffer, 1984).

A Multilevel Model of Empowerment

Empowerment occurs at multiple levels of analysis: individual, organizational or group, and community (Zimmerman, 2000). Among individuals, psychological empowerment may be evident in enhanced sense of personal control, efficacy expectations, competency, and consciousness of factors in one's environment that affect goal attainment (Kieffer, 1984). Many theorists stress the importance of increased participatory behaviors as evidence of psychological empowerment, and thus, a substantial portion of empowerment research has examined various self-help and volunteer groups as empowering settings for individuals.

Organizational empowerment is often observed in various advocacy and mutual help groups that successfully acquire resources, cooperate with other organizations, and influence public policy (Fawcett, Seekins, Whang, Muiu, & Suarez de Balcazar, 1984). Practices and structures that enhance participation within an organization can be empowering for the organization as well as its members. An organization can foster individual members' sense of personal influence through shared decision making, and, subsequently, the organization expands its capacity to meet members' needs and achieve organizational goals.

Empowered or “competent” communities often have organizational coalitions that share resources and work together, leadership that reflects diverse interests, and residents that participate in activities and decision making to improve the quality of life (Iscoe, 1974). Case studies of successful community empowerment efforts have emphasized the importance of informing members, coalition building, and increasing access to resources. These informational, supportive, and monetary mechanisms or networks have proved vital in the attainment of community goals, such as protection from environmental threats, recognition of welfare and civil rights, and reduction of crime (Fawcett et al., 1984).

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