Compare methods

	Team Faultline Measurement	Psychological Empowerment Scale
Field	Organizational Behavior	Organizational Behavior
Family	Process / pipeline	Latent structure
Year of origin	1998	1995
Originator	Dora C. Lau & J. Keith Murnighan; Sherry Thatcher, Karen Jehn & Elaine Zanutto	Gretchen M. Spreitzer; Kenneth W. Thomas & Betty A. Velthouse
Type	Compositional diversity measurement pipeline for work groups	Multidimensional latent-construct measurement model
Seminal source	Lau, D. C., & Murnighan, J. K. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23(2), 325-340.	Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.
Aliases	Group Faultlines, Diversity Faultlines, Faultline Strength, Fau Measure	Spreitzer Empowerment Scale, Psychological Empowerment in the Workplace, Four-Dimensional Empowerment Measure, Workplace Psychological Empowerment
Related	3	3
Summary	Team faultline measurement quantifies the hypothetical dividing lines that can split a work group into relatively homogeneous subgroups based on the alignment of several member attributes at once. Dora Lau and Keith Murnighan introduced the faultline concept in 1998, arguing that what matters is not how diverse a group is on any single attribute but how strongly multiple attributes line up to create a clean cleavage — for example, when all the older members are also the men and the engineers, while all the younger members are the women and the marketers. Thatcher, Jehn, and Zanutto operationalized the idea in 2003 with the Fau index of faultline strength and a companion measure of faultline distance, and tested their effects on conflict and performance. Later work by Meyer and Glenz compared the proliferating measures and proposed an average-silhouette-width approach that can handle more than two subgroups. The method turns an intuition about subgroup splits into a reproducible number that can be entered into models of team process and outcomes.	The Psychological Empowerment Scale is Gretchen Spreitzer's measure of empowerment as an internal motivational state, defined by four cognitions: meaning, competence, self-determination, and impact. It operationalizes the interpretive model of Thomas and Velthouse, who in 1990 recast empowerment not as a managerial act of delegating power but as intrinsic task motivation reflected in how workers experience their roles. Spreitzer's 1995 Academy of Management Journal paper developed and validated a multidimensional scale, using confirmatory factor analysis across two samples to show that the four dimensions combine into a higher-order empowerment construct. She then situated empowerment in a nomological network of antecedents and consequences, linking it to managerial effectiveness and innovative behavior. The scale gave the field a concise, validated instrument and established psychological empowerment as a measurable state distinct from structural or relational notions of empowerment.