Une approche psychologique globale de la prise de pouvoir des salarie s a e te de veloppe e en partant du principe que l'expe rience psychologique du pouvoir soutient les sentiments de prise de pouvoir. Cette recherche e largit les perspectives existantes sur la prise de pouvoir en incorporant les effets d'objectifs valorise s tels que ceux fournis par le leadership transformationnel.L'internalisation des objectifs a e te identifie e comme e le ment majeur de l'expe rience psychologique de la prise de pouvoir s'ajoutant ainsi aux aspects plus traditionnelsque sont la perception de la maõà trise de l'environnement de travail, et celle d'efficacite personnelle ou de compe tence.Des proce dures de mesures standards sur un e chantillon de salarie s du Que bec, Canada, et la validation ulte rieure par un e chantillon d'organisation de l'Ontario, Canada, ont fourni une e chelle, aÁ trois facteurs, de la prise de pouvoir psychologique correspondant aÁ ces trois dimensions. Les implications d'une de finition de la prise de pouvoir comme e tat psychologique et la ne cessite de mesures multiples de la prise de pouvoir sont aussi de battues.An integrative psychological approach to employee empowerment was developed based on the premise that the psychological experience of power underlies feelings of empowerment. This research extends existing perspectives on empowerment by incorporating the empowering effect of valued goals, such as those provided by transformational leadership. Goal internalisation was identified as a major component of the psychological experience of empowerment, in addition to the two traditional facets of perceptions of control over the work environment and perceptions of self-efficacy or competence. Standard measure development procedures using a sample of employed individuals from Quebec, Canada and subsequent validation with an organisational sample from Ontario, Canada yielded a three-factor scale of psychological empowerment corresponding to these three dimensions. The implications of defining empowerment as a psychological state and the need for multiple measures of empowerment are also discussed.

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On the basis of the current theories of charismatic leadership, several possible follower effects were identified. It is hypothesized that followers of charismatic leaders could be distinguished by their greater reverence, trust, and satisfaction with their leader and by a heightened sense of collective identity, perceived group task performance, and feelings of empowerment. Using the Conger–Kanungo charismatic leadership scale and measures of the hypothesized follower effects, an empirical study was conducted on a sample of 252 managers using structural equation modelling. The results show a strong relationship between follower reverence and charismatic leadership. Follower trust and satisfaction, however, are mediated through leader reverence. Followers' sense of collective identity and perceived group task performance are affected by charismatic leadership. Feelings of empowerment are mediated through the followers' sense of collective identity and perceived group task performance. Copyright © 2000 John Wiley & Sons, Ltd.

Psychological empowerment was defined from the perspective of the individual employee, and a measure was developed using three different samples. The psychologically empowered state was considered to be a cognitive state characterized by a sense of perceived control, perceptions of competence, and internalization of the goals and objectives of the organization. Using an initial sample of 311 employed individuals (41% women, 45% Francophone), a 9-item, 3-factor scale of psychological

As part of an ongoing research program on charismatic leadership, Conger and Kanungo (1994) developed and tested a questionnaire to measure the perceived behavioural dimensions of charismatic leadership as proposed in their model (1987, 1988). This article reports on further analyses of the dimensionality and validity of the Conger‐Kanungo‐scale. It begins with a reanalysis of the data from the 1994 study. It then reports on three separate studies conducted in the United States using managers (N=W3), in Canada using political party delegates (N=71), and in India using clerical staff (N=98), to examine convergent and discriminant validity. The results of the dimensionality analyses suggest a five‐factor model consistent with the Weberian notion of charismatic leadership. The results of the U.S., Canadian, and Indian studies provide further evidence that the Conger‐Kanungo scale has acceptable reliability and validity as a diagnostic tool in diverse contexts. Résumé Dans le cadre d'un programme de recherche en cours sur le leadership charismatique, Conger et Kanungo (1994) ont congu et testé un questionnaire pour mesurer les dimensions comportementales du leadership charismatique perçues telles que proposées dans leur modele (1987, 1988). Cette communication rend compte d'autres analyses de la dimensionalité et de la validité de I'échelle de Conger‐Kanungo. En commencant par une nouvelle analyse des données provenant de I'étude de 1994, cette communication rend compte également de trois études distinctes, I'une menée aux états‐Unis auprès de gestionnaires (N=103), une autre au Canada auprès de délégues de partis politiques (N=71) et la troisième en Inde auprès d'employés de bureau (N‐98), en vue d'examiner la validité concourante et la validité discriminante d'unefonction. Les résultats des analyses de dimensionalité suggèrent un modèle à cinq facteurs cadrant avec la notion Wébérienne du leadership charismatique. Les études menées aux états‐Unis, au Canada et en Inde confirment que I'échelle de Conger‐Kanungo en tant qu'instrument diagnostique a un degré de fiabi‐lité et de validité acceptable dans divers contextes.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of the paper is to identify management and human resource (HR) practices that lead to satisfaction with the performance of an organization's supply chain as well as employee wellbeing, and to develop recommendations for practicing managers. Design/methodology/approach -Adopting an empirical approach, a Delphi expert panel study was first carried out to identify the possible impact of supply chain integration, particularly with regard to human resource management (HRM) policies and practices. Then, using a survey of 228 supply chain professionals, hypotheses linking satisfaction with supply chain performance to non-traditional HR practices, training, and team organization were tested. Findings -The Delphi study identified specific HR practices, such as flexible job descriptions and teamwork training that would need to accompany successful supply chain integration. Regression results indicate that flexible job descriptions, team organization, teamwork training, and the use of performance metrics to determine rewards, are significantly related to satisfaction with supply chain performance.Research limitations/implications -The Delphi results are subjective by nature and the cross-sectional survey design limits inferences of causality. Practical implications -This paper identifies management and HR practices that lead to satisfaction with supply chain performance, which is particularly relevant to modern industrial organizations where the trend is toward inter-organizational networks in the form of integrated supply chains. Implications for employee wellbeing are also discussed. Originality/value -This paper adopts an interdisciplinary approach and links HRM practice with supply chain management; two separate fields with their own research traditions.