Adaptation et validation de la version française de l’échelle de leadership d’empowerment

International audienceIntroductionEmpowering leadership has been identified in the academic literature as an antecedent to employees’ psychological empowerment. It is defined by Amundsen and Martinsen (2014) as: “the process of influencing subordinates through power sharing, motivation support, and development support with intent to promote their experience of self-reliance, motivation, and capability to work autonomously within the boundaries of overall organizational goals and strategies” (p. 3). This style of leadership has been the subject of numerous theorizations. Recently, Amundsen and Martinsen (2014) developed an integrative conceptualization and a scale for measuring empowering leadership.ObjectiveThis study aims to translate into French and psychometrically validate the empowering leadership measurement scale developed by Amundsen and Martinsen (2014).MethodsTo this end, the original scale was translated from English into French and then counter translated by five bilingual translators. The instrument was then administered to two independent samples of French employees. We explored and confirmed the factorial structure of the instrument with two independent samples (n = 184, n = 185). Finally, correlation tests were performed to verify the predictive validity of the instrument.ResultsThe results indicate that the francophone instrument has a two-dimensional factor structure consistent with Amundsen and Martinsen's (2014) conceptualization. In addition, the French empowering leadership measure is significantly and positively correlated with psychological empowerment, LMX, organizational innovation behaviours and job satisfaction, confirming the predictive validity of the instrument.ConclusionThese results suggest that the French version of the scale can be reliably used to measure empowering leadership.IntroductionLe leadership d’empowerment a été identifié, dans la littérature scientifique, comme étant un antécédent de l’empowerment psychologique des salariés. Il est ainsi défini par Amundsen et Martinsen (2014) : « le processus consistant à influencer les collaborateurs par le partage du pouvoir, le soutien motivationnel et le soutien au développement dans le but de promouvoir leur expérience d’autonomie, leur motivation et leur capacité à travailler de façon autonome dans les limites des stratégies et des objectifs globaux de l’organisation » (p. 3). Ce style de leadership a fait l’objet de nombreuses théorisations. Récemment, Amundsen et Martinsen (2014) ont développé une conceptualisation intégrative ainsi qu’une échelle de mesure du leadership d’empowerment.ObjectifLa présente étude vise à traduire en langue française et valider psychométriquement l’échelle de mesure du leadership d’empowerment développée par Amundsen et Martinsen (2014).MéthodesDans cette optique, l’échelle originale a été traduite de l’anglais vers le français, puis contre traduite par cinq traducteurs bilingues. Ensuite, l’instrument a été administré à deux échantillons indépendants de salariés français. Nous avons exploré puis confirmé la structure factorielle de l’instrument avec deux échantillons distincts (n = 184, n = 185). Enfin, des tests de corrélation ont été effectués afin de vérifier la validité prédictive de l’instrument.RésultatsLes résultats indiquent que l’instrument francophone présente une structure factorielle bidimensionnelle conforme à la conceptualisation d’Amundsen et Martinsen (2014). De plus, la mesure française du leadership d’empowerment est significativement et positivement corrélée avec l’empowerment psychologique, le LMX, les comportements d’innovation organisationnelle et la satisfaction au travail, confirmant la validité prédictive de l’instrument.ConclusionCes résultats suggèrent que la version française de l’échelle peut être utilisée de manière fiable pour mesurer le leadership d’empowerment

Usage des TIC et évolutions des pratiques socioprofessionnelles des cadres : quels repères pour le métier et quelles incidences sur la santé ?

International audienc

French and British top managers' understanding of the structure and the dynamics of their industries A cognitive analysis and comparison

Available from British Library Document Supply Centre- DSC:9348.921(CSM-SWP--34/91) / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

Conditions de travail, évaluation des risques et management de la sécurité

International audienc

Nouvelles pratiques de travail : innovations technologiques, changements organisationnels

International audienc

Interventions developed with the intervention mapping protocol in work disability prevention: a systematic review of the literature

Purposes Intervention mapping (IM) is a protocol for developing effective behavior change interventions. It has been used for 10 years to develop work disability prevention (WDP) interventions, but it is not known to what extent and with what success. The main objective of this study was to review the effectiveness of these interventions. Secondary objectives were to review their fidelity to the IM protocol, their theoretical frameworks and their content. Methods A search strategy was conducted in MEDLINE, Web of Science, PsycINFO, Pascal, Francis, and BDSP. All titles and abstracts were reviewed. A standardized extraction form was developed. All included studies were reviewed by two reviewers blinded to each other. Results Eight WDP interventions were identified aimed at return to work (RTW; n = 6) and self-management at work (n = 2). RTW interventions targeted workers with stress-related mental disorders (n = 1), low back pain (n = 1), musculoskeletal disorders (n = 1), cancer (n = 2) and gynecological surgery (n = 1). The fidelity to the IM protocol was weaker for the participatory planning group. Matrices of change, change methods, and applications were systematically reported. The main theoretical frameworks used were the attitude-social influence-self efficacy model (n = 4) and the theory of planned behavior (n = 2). Half of the interventions included a workplace component (n = 4). Two interventions were reported as effective, and one partially effective. Conclusion The IM protocol is used in WDP since 2007. The participative dimension appears underused. Few theoretical frameworks were used. Implications are to better consider the stakeholders involvement, and mobilize theoretical frameworks with greater attempts to intervene on the work environment