Comparer des méthodes

	Échelle de leadership serviteur	Échelle de sécurité psychologique
Domaine	Comportement organisationnel	Comportement organisationnel
Famille	Process / pipeline	Process / pipeline
Année d'origine	2008	1999
Auteur d'origine	Robert K. Greenleaf (concept); Robert C. Liden et al. (measurement scale)	Amy C. Edmondson
Type	Self-report questionnaire	Team-level 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.	Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
Alias	SLS, Servant Leader Scale	PSS, Team Psychological Safety 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 Psychological Safety Scale (PSS), developed by Amy Edmondson in 1999, measures team members' shared perception that they can take interpersonal risks—speaking up, asking questions, admitting mistakes, proposing new ideas—without fear of embarrassment, punishment, or rejection. The 7-item scale captures a team-level construct fundamental to learning, innovation, and psychological well-being. High psychological safety predicts team performance, learning from errors, information sharing, and adaptive responses to change.