She is sensible enough to see others for what they are and to extend even-handed treatment to them. That is how she succeeds in relationship building - by doing unto others as she would like others do unto her. These qualities make her a trust-worthy and reliable organ of the organization.
She is, therefore, most suited to the ‘entrusting’ strategy, because only those who can be trusted can be entrusted. Empowerment and entrusting have to go hand in hand; that is what is called delegation. Either of them doesn’t make sense without the other. People like Emma Knight can be taken into confidence and be given a stake in the process of decision-making. That she is a qualified Project Management Professional makes her all the more eligible for entrusting.
That Alistair had earlier been a contract programmer and was later hired full-time is very much a testimony of his competence and of being quite knowledgeable. Nevertheless, the fact remains that he is only a technical specialist but not a management expert. Then it is to be noted that he had himself explicitly expressed his lack of confidence in his own managerial abilities. It is rather obvious that his lack of enthusiasm and even occasional reluctance stem from his self-doubt. But he is interested in the benefits and promotion which is a proof that he does have a motivation inside him. This element of motivation considered alongside his technical strength is reason enough to believe that he can be of value to the organization. That value can be realized only after acknowledging that he is a manager but not a leader. The two are a lot different. It must also be taken into account that he is after all on his first full-time responsibility of this kind. It is an issue that needs to be addressed immediately and carefully on the one hand because he can be of use and on the other because his ineffectiveness has a bearing on team performance. He