Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Indice de Stress Professionnel× | Échelle d'Échange Leader-Membre× | |
|---|---|---|
| Domaine | Comportement organisationnel | Comportement organisationnel |
| Famille | Process / pipeline | Process / pipeline |
| Année d'origine≠ | 1987 | 1995 |
| Auteur d'origine≠ | Samuel H. Osipow | George B. Graen |
| Type | Self-report questionnaire | Self-report questionnaire |
| Source fondatrice≠ | Osipow, S. H., & Spokane, A. R. (1987). Occupational Stress Inventory manual (Rev. ed.). Psychological Assessment Resources. ISBN: 978-0911216929 | Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years. Leadership Quarterly, 6(2), 219–247. link ↗ |
| Alias | OSI, Osipow Scale, Job Stress Measure | LMX-7, LMX, Graen Uhl-Bien Scale |
| Apparentées | 5 | 5 |
| Résumé≠ | The Occupational Stress Index (OSI) is a comprehensive self-report measure of job-related stress and coping resources. Developed by Osipow and Spokane in 1987, the 140-item scale (abbreviated versions also exist) captures role overload, role boundary, role insufficiency, role ambiguity, physical environment demands, and coping resources. The OSI is grounded in stress and coping theory and predicts health outcomes, performance, and retention. | The Leader-Member Exchange Scale (LMX-7) measures the quality of the working relationship between a supervisor and employee. Developed by Graen and Uhl-Bien in 1995, it is a brief, widely adopted instrument grounded in Leader-Member Exchange theory. The scale captures mutual trust, respect, and obligation—the psychological foundation of effective working relationships. Higher LMX quality predicts engagement, performance, and retention. |
| ScholarGateJeu de données ↗ |
|
|