This question may seem a little pedantic.  And to be honest, for most discussions about workplace culture, operating models or even organisational paradigms, the similarities are important and the differences less so.  However, there are differences and by considering them, as a senior leader or as a workplace influencer, we might just approach our challenges and our goals in a slightly different way.

Numerous studies (such as this one) show that autonomy gives workers more satisfaction in their jobs and boosts overall productivity.  It's no surprise, then, that it also increases accountability and engagement.

Empowerment means “giving power to someone”, to make them stronger and more confident.

This notion reinforces an inequality, a relationship based on the assumption that managers possess the power to make subordinates feel more confident.

Empowerment also implies a certain goodwill, that the  managers are kind and generous enough to 'share' their power.  In the wrong environments it can also be a thin veil over simple task delegation.

Empowerment is an intrinsic state of being.  It is not something one can provide to another.

It's important to reinforce that people are not powerless , they don't need to be empowered. They need a conducive culture in which to do their best work.  However, an individual or a team can be more empowered by a situation, by information and even by encouragement.  So, to get into the nitty gritty, you can empower people and teams, but not by gifting them power.

Encourage Autonomy Instead

Unlike power, autonomy provides people with a sense of collective ownership, inviting them to help the organisation grow rather than to engage in (or indeed, spend effort trying to avoid) political games.  A greater engagement is achieved not by empowering, but by increasing accountability and autonomy.

Autonomy is the freedom to act and to make our own choices. Empowerment is the granting of political, social, or economic power.

Empowerment is based on the idea of external motivation; bosses (wrongly) believe they must motivate their teams. Autonomy, on the other hand, focuses on the notion of self-motivation. The most effective and powerful motivation is intrinsic, not external.  

Daniel Pink explains in Drive that our brains are wired to self-direct, that human beings resist being told what to do – we want to be in control.  Pink labelled intrinsic motivation as "Motivation 3.0." It encompasses three elements:

1. a clear purpose

2. mastery

3. autonomy

Related pages:

• Increase Empowerment & Enable High Autonomy

• Talent & Performance Management