Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Échelle de leadership transformationnel× | Échelle de justice organisationnelle× | |
|---|---|---|
| Domaine | Comportement organisationnel | Comportement organisationnel |
| Famille | Process / pipeline | Process / pipeline |
| Année d'origine≠ | 1985 | 2001 |
| Auteur d'origine≠ | Bernard M. Bass and Bruce J. Avolio | Jason Colquitt and Robert H. Moorman |
| Type | Self-report questionnaire | Self-report questionnaire |
| Source fondatrice≠ | Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. ISBN: 978-0029015001 | Colquitt, J. A. (2001). On the dimensionality of organizational justice: a construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400. DOI ↗ |
| Alias≠ | TLS, MLQ, Multifactor Leadership Questionnaire | OJS, Justice Climate Scale |
| Apparentées | 5 | 5 |
| Résumé≠ | The Transformational Leadership Scale (TLS), operationalized in the Multifactor Leadership Questionnaire (MLQ), was developed by Bass and Avolio (1985, 1991) to measure leadership styles across a continuum from transactional to transformational. Transformational leadership comprises four dimensions: idealized influence (role modeling and inspiration), inspirational motivation (articulating compelling vision), intellectual stimulation (encouraging innovation), and individualized consideration (personalized development). The scale has become foundational in organizational psychology and management research for understanding leadership effectiveness and organizational outcomes. | 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. |
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