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The purpose of the present research is to develop a reliable and valid scale to distinguish and measure the three environmental factors of dynamic structural framework, control of workplace decisions, and fluidity in information sharing that are conceptually related to and affect an employee's perception of empowerment. By quantifying the environmental factors that facilitate empowerment through a valid and reliable scale human resource departments will be provided with information that will suggest environmental changes they can implement to improve perceptions of empowerment on the part of employees. Strengths and weaknesses of the scale developed, the organizational empowerment scale, are also discussed.

Anyone seeking to influence another is a potential leader. Within higher education, determining what an institution should undertake on sustainability can be daunting. Sustainability leaders face labyrinthine, multifaceted sub-cultures, influencers and viewpoints across staff, students, government, business and alumni all with an opinion on whether, how and in what order of priority sustainability should be taken forward. In this paper we take on this challenge by synthesising and critically evaluating core principles and working models for influencing and leading for sustainability in higher education. We identify a series of eight challenges affecting delivery of sustainability and seek to understand how conceptual models and principles in sustainability decision-making and leadership could address these. We draw on the experience of both authors, in tandem with comments from workshop and leadership training programme participants who attended the Environmental Association for Universities and Colleges (EAUC) Leadership Lab training in the UK, as well as reflections arising in a detailed case study from the University of Edinburgh. We bring key insights from theory and practice for the benefits of individuals or teams seeking to influence and persuade key decision-makers to embrace the sustainability agenda.