Compare methods

	Abusive Supervision Scale	Team Psychological Safety Measurement
Field	Organizational Behavior	Organizational Behavior
Family	Latent structure	Latent structure
Year of origin	2000	1999
Originator	Bennett J. Tepper	Amy C. Edmondson
Type	Self-report perceptual scale of destructive leadership	Team-level climate construct and measurement model
Seminal source	Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190.	Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
Aliases	Tepper Abusive Supervision Scale, Abusive Supervision Measure, Supervisory Hostility Scale, Destructive Leadership (Abusive) Scale	Psychological Safety Scale, Edmondson Psychological Safety, Team Psychological Safety, Interpersonal Risk-Taking Climate
Related	3	3
Summary	The Abusive Supervision Scale measures subordinates' perceptions of the extent to which their supervisors engage in sustained displays of hostile verbal and nonverbal behaviors, excluding physical contact. Bennett Tepper introduced both the construct and the scale in his 2000 Academy of Management Journal study, framing abusive supervision through justice theory and showing that subordinates who perceived more abuse were more likely to quit and, if they stayed, suffered lower satisfaction and commitment, greater work-family conflict, and more psychological distress. The scale captures abuse as a perceived, subjective phenomenon rather than as an objectively verified act, and treats it as a sustained pattern rather than an isolated incident. Tepper's 2007 Journal of Management review synthesized the rapidly growing literature into an integrative model of antecedents, consequences, and moderators. The measure has become the foundation of destructive-leadership research.	Team psychological safety is the shared belief among members of a team that the team is safe for interpersonal risk-taking — that one can speak up, ask questions, admit mistakes, and propose ideas without fear of being embarrassed, rejected, or punished. Amy Edmondson introduced and measured the construct in her 1999 Administrative Science Quarterly study of work teams in a manufacturing company, showing that it is a property of the team, not just the individual, and that it enables team learning behavior. Her measurement approach treats psychological safety as a latent belief captured by self-report items, aggregated to the team level once within-team agreement justifies it. The pivotal finding was that psychological safety predicts learning behavior, which in turn mediates the relationship between safety and team performance. The construct has since become central to research and practice on teams, learning, and high-reliability work.