This paper first explains the diversity of empowerment (E) as used across various academic disciplines, and describes the process and trends through which the concept of E has evolved over the past decade or so in management studies. The key point emphasized is that empowerment is not about a zero-sum view of power but rather a positive-sum perspective—that is, it pursues the expansion and diffusion of power. The paper argues that E is something that Korean companies today must pursue—not because it is desirable, but because it is unavoidable—given the internal and external situations they face, making it not only critically important but also urgently necessary. However, although the dissemination of the concept is still in its early stages, E is already being misunderstood and misguided in various circles, and the causes and substance of these misunderstandings are explained from five perspectives. While E is a complex concept that can be interpreted differently depending on content, goals, and methods, it is by no means limited to mere delegation of authority as commonly assumed. Rather, it is a concept that pursues proactive, autonomous, and creative management through the enhancement, utilization, and diffusion of capabilities, ultimately aiming for performance improvement and organizational development. The content of E varies across different levels within the organization (individual, group, and entire organization), with group-level E based on individual-level E being the core. However, these levels are interrelated and complementary, and E cannot be realized within an organization through any single level alone. Therefore, E is realized and generates value only when empowerment at all levels—including organizational E—is fulfilled. Since E across these three levels ultimately brings about changes in thinking, relationships, and institutional structures respectively, E can be regarded as the foundation or prerequisite for organizational transformation and the learning organization. Consequently, the implementation of E should proceed in a direction that pursues individual E, group E, and organizational E simultaneously, transforming members' thinking, relationships among members, and the organization's institutions and structures. In practice, however, individual E is often overlooked, and since individual E is the foundation, it deserves primary and considerable attention.