In organisations with clear respect for seniority, people may wait longer than leaders realise. They may see an opportunity, recognise a problem, and even know what should be done. But they still hesitate, because nobody has said aloud that they are allowed to act.
I have learned that empowerment cannot remain an intention inside the leader's mind. It has to become visible. People need to know which decisions they can make, where experimentation is welcome, and when they should escalate rather than wait.
This matters more as AI accelerates the availability of information and possible solutions. An organisation may already hold the answer while still lacking the permission to use it.
Authority will continue to matter. But its most useful form may be the ability to create responsible freedom for others.
People do not become empowered because leaders want them to act; they become empowered when the boundaries for action are made clear.