SummaryThis paper describes the construction and empirical evaluation of a new scale for measuring empowering leader behavior. Study One consisted of thorough interviews with external leaders and team members in three organizations. Behaviors elicited in the interviews were classi®ed by researchers into eight categories of leader empowering behavior and the Empowering Leadership Questionnaire (ELQ) was constructed to measure each of these categories. In Study Two, the ELQ was administered to team members and leaders from two organizations. The results indicated that ®ve-factors (Coaching, Informing, Leading By Example, Showing Concern/Interacting with the Team, and Participative Decision-Making) adequately describe the data. In Study Three, we cross-validated the scale in a sample from ®ve organizations and the factor analysis con®rmed the ®ve-factor model. The ELQ dimensions were also compared with behaviors measured by two well-established measures of leader behavior. The results indicated that the ELQ dimensions partially overlap with previously identi®ed constructs, but that empowering leadership behavior can not be entirely accounted for by the earlier measures. De®nitions and implications for the categories of empowering leader behaviors are oered.

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In 2 studies the authors show that the quality of deals negotiators reach are significantly influenced by their previous bargaining experiences. As predicted, negotiators who reached an impasse on a prior negotiation were more likely either to impasse in their next negotiation or to reach deals of low joint value compared to those who had reached an initial agreement. Notably, the impact of past performance on subsequent deals was just as strong for negotiators who changed partners on the 2nd occasion. Results highlight the role of bargaining histories as significant predictors of negotiation behavior. Moreover, they suggest that, at least in some cases, negotiations should be conceptualized as interrelated exchanges rather than separable incidents.

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