Empowering Careers: Why Feeling Empowered Can Change the Course of Your Career

Is your career shaped by what happens to you, or are you the one shaping what happens next? This question drives new research from Ivey scholars who are uncovering how our sense of control shapes the choices we make, the chances we take, and the way our careers unfold.

Led by Dr. Mirit Grabarski (Ivey PhD ’21, Lakehead University), the study was co-authored by Professor Emerita Alison Konrad (Ivey Business School), Dr. DuckJung Shin (Ivey PhD ’16, Korea University Business School), and collaborators from Huron University College, Manchester Metropolitan University, and Bowling Green State University.

Alison notes that she was drawn to Mirit’s doctoral research because it explores empowerment, a key focus within positive organizational behavior. “Research that identifies what makes the career journey more meaningful and rewarding is highly practical for helping individuals build the most fulfilling work life possible,” she explains. “Organizational leaders can learn from this research to encourage employees to identify their career goals and proactively find ways to fulfill them in their current organization or elsewhere.” 

HOW PERSONAL EXPERIENCE SHAPED A RESEARCH JOURNEY

For Mirit, this research is more than an academic undertaking, it’s deeply personal. “I’m an immigrant myself, and also a child of immigrants,” she explains. “As a kid, I watched my parents and their friends arrive in a new country, many with advanced degrees, and struggle to rebuild their careers from scratch. Some found their way back to professional success; others never recovered. I wanted to understand why.”

Those first impressions of engineers working in factories or doctors cleaning houses, sparked a lifelong question: What makes some people feel they can take charge, while others believe they can’t?

This curiosity inspired the foundation of her doctoral research at Ivey, guided by Professor Emerita Alison Konrad. Drawing inspiration from psychological empowerment theory, Mirit was set out to explore not just external opportunities but how people perceive their own agency to act. “It’s not only about what control you have in reality,” she says. “It’s about whether you recognize that control at all.”

WHAT CAREER EMPOWERMENT MEANS

In most career research, it’s assumed that people take charge of managing their own paths. Mirit, however, noticed that the idea of “control” was rarely explored or clearly defined. Revealing that career empowerment, the belief that one has the agency to influence one’s career trajectory, is a multidimensional experience shaped by factors such as autonomy, meaning, competence, growth, impact, clarity and support.

She observed that some people take action because they believe they can influence their careers, while others stay stuck even when opportunities exist. She notes, “what I found fascinating, is that even people in modest jobs sometimes felt a strong sense of control, while others in senior roles felt powerless. It’s all in your head, how you see yourself and what you believe you can influence.”

Her work shows that feeling empowered is less about position or privilege and more about perception. In other words, recognizing that a sense of control can shape career success as much as external circumstances.

SURPRISES THAT INSPIRE HOPE

Among the results, two findings surprised the research team the most.

First, the study uncovered an encouraging truth: your background doesn’t have to determine how much control you have over your career. Factors such as education level or socioeconomic status did not predict whether people felt empowered. “That was incredible,” Mirit recalls. “You can come from very little and still feel in charge of your career. And if you feel in charge, you’re more likely to succeed.”

Second, the study highlighted the quiet power of relationships. Beyond professional networks, friends and family play a crucial role in shaping how supported and capable we feel. A caring partner or friend can be a powerful source of support, yet those same bonds can sometimes hold us back.

FROM CHALLENGE TO INSIGHT

Conducting the study came with its own challenges. The team was determined to include voices from every walk of life, not only managers and professionals, but also individuals in trades, service roles, and those facing career instability or unemployment. Reaching those participants was not easy, but they were determined to capture a wide range of real experiences that would make the study genuine and meaningful.

Through these interviews, the researchers identified seven unique themes that shape how people experience control: autonomy, impact, meaning, competence, clarity, growth, and support. Together, these themes show what career empowerment looks like in everyday life, turning research insights into practical support.

Building on this first study, the team created a tool to measure the concept and uncovered that people who feel more empowered tend to experience greater career success, stronger employability, and higher earnings.

BUILDING SUSTAINABLE CAREERS: A SHARED RESPONSIBILITY

Their work continues to expand the reach of career empowerment, exploring how it applies to groups such as skilled migrants and neurodivergent individuals who often face barriers to employment. Building on those seven themes, the team developed a seven-factor framework, providing a practical way to understand and strengthen career empowerment. They envision it as a tool for HR professionals, career counselors, and organizations to help people build confidence, recognize their own agency, and shape more fulfilling long-term careers.

Their next step is to link this concept to the broader idea of sustainable careers: careers that people can maintain with happiness, health, and productivity. “A sustainable career is one you can maintain without burning out,” Mirit explains. “Agency, feeling that you have some control, is essential to that.”

More importantly, Mirit emphasizes that responsibility is shared. “Yes, individuals need to take charge of their careers, but employers also play a role. They can nurture employees’ sense of control by helping them see their impact, providing growth opportunities, and asking about their career goals. It doesn’t cost anything, but it changes everything.”

Through these new studies, the team is also connecting career empowerment to broader outcomes such as resilience, career success, and employee commitment, showing how a sense of control benefits both individuals and the organizations they belong to.

Alison adds that she is particularly delighted to see two of her former PhD students, Mirit Grabarski and DuckJung Shin, collaborating to advance this line of research. “It’s incredibly rewarding to see their shared commitment to exploring empowerment continue to grow beyond Ivey,” she says.

YOUR BACKGROUND DOESN’T DEFINE YOUR FUTURE

Ultimately, this work carries a message of hope. Feeling empowered in your career isn’t something you’re born with, it’s something you can build. It starts with recognizing your own agency and grows through connection, confidence, and purpose. When people take that step, they not only transform their careers but also help create workplaces and communities where others can thrive too.

To read the full publication, see Career empowerment: a qualitative exploratory investigation of perceived career control, published in Career Development International (Vol. 30, No. 3, 2025). Read the article here.