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This research begins to develop and validate a multidimensional measure of psychological empowerment in the workplace. Second-order confirmatory factor analyses were conducted with two complementary samples to demonstrate the convergent and discriminant validity of four dimensions of empowerment and their contributions to an overall construct of psychological empowerment. Structural equations modeling was used to examine a nomological network of psychological empowerment in the workplace. Tested hypotheses concerned key antecedents and consequences of the construct. Initial support for the construct validity of psychological empowerment was found. Directions for future research are discussed.
Both organizational researchers and practitioners have identified psychological empowerment as a construct meriting critical inquiry (e.g., Kanter, 1989; Thomas & Velthouse, 1990). Widespread interest in psychological empowerment comes at a time when global competition and change require employee initiative and innovation (Drucker, 1988). Despite growing attention to empowerment in the organizational studies literature, the lack of a theoretically derived measure of psychological empowerment in a work context has deterred substantive research on empowerment. Researchers have not made previous attempts to measure psychological empowerment with a work context in mind (e.g., Zimmerman, in press), limiting the resultant measures' usefulness in organizational research. The purpose of this research was to contribute to the growing literature on empowerment by developing and validating a measure of psychological empowerment in a workplace context.
CONSTRUCT DEFINITION OF EMPOWERMENT
In the past, organizational researchers have focused their work on empowering management practices, including the delegation of decision making from higher organizational levels to lower ones and increasing access to information and resources for individuals at the lower levels (Blau & Alba, 1982; Bowen & Lawler, 1992; Mainiero, 1986; Neilsen, 1986). Recently, Thomas and Velthouse (1990) advocated seeking alternative perspectives on empowerment that distinguish between situational attributes (e.g., management practices) and job incumbent cognitions about those attributes (e.g., psychological empowerment). Similarly, Conger and Kanungo 1988)) argued that management practices are only one set of conditions and that those practices may empower employees but will not necessarily do so. Until recently, little research has taken an individual perspective on empowerment, focusing on the psychological experience of empowerment.
A Psychological Definition of Empowerment
Conger and Kanungo (1988) defined empowerment as the motivational concept of self-efficacy. After reviewing relevant research, Thomas and Velthouse...