Comparer des méthodes

	Échelle de leadership serviteur	Échelle de justice organisationnelle
Domaine	Comportement organisationnel	Comportement organisationnel
Famille	Process / pipeline	Process / pipeline
Année d'origine	2008	2001
Auteur d'origine	Robert K. Greenleaf (concept); Robert C. Liden et al. (measurement scale)	Jason Colquitt and Robert H. Moorman
Type	Self-report questionnaire	Self-report questionnaire
Source fondatrice	Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161-177.	Colquitt, J. A. (2001). On the dimensionality of organizational justice: a construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400.
Alias	SLS, Servant Leader Scale	OJS, Justice Climate Scale
Apparentées	5	5
Résumé	The Servant Leadership Scale (SLS), developed by Liden and colleagues in 2008, measures the extent to which leaders prioritize others' well-being and development. Building on Robert Greenleaf's 1970 concept of servant leadership, the SLS operationalizes servant leadership across seven dimensions: emotional healing, creating value for community, conceptual skills, empowering others, helping followers grow and succeed, putting followers first, and behaving ethically. The scale enables assessment of leadership styles that foster trust, engagement, and organizational effectiveness.	The Organizational Justice Scale (OJS) measures employees' perceptions of fairness in organizational settings across four dimensions: distributive justice (fairness of outcomes), procedural justice (fairness of decision-making processes), interpersonal justice (respectful and dignified treatment), and informational justice (honest and adequate communication). Developed by Colquitt (2001) and building on earlier work by Moorman (1991), the OJS assesses how fairly employees perceive they and their work are treated, predicting organizational commitment, citizenship behavior, and turnover.