Salīdzināt metodes
Apskatiet izvēlētās metodes blakus; rindas, kas atšķiras, ir izceltas.
| Organizatoriskās saistības skala× | Transformational Leadership Scale× | |
|---|---|---|
| Nozare | Organizāciju uzvedība | Organizāciju uzvedība |
| Saime | Process / pipeline | Process / pipeline |
| Izcelsmes gads≠ | 1991 | 1985 |
| Autors≠ | John P. Meyer and Natalie J. Allen | Bernard M. Bass and Bruce J. Avolio |
| Tips | Self-report questionnaire | Self-report questionnaire |
| Pirmavots≠ | Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. DOI ↗ | Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. ISBN: 978-0029015001 |
| Citi nosaukumi≠ | OCS, Meyer & Allen Scale | TLS, MLQ, Multifactor Leadership Questionnaire |
| Saistītās | 5 | 5 |
| Kopsavilkums≠ | The Organizational Commitment Scale (OCS), developed by Meyer and Allen in 1991, measures three distinct dimensions of organizational commitment: affective commitment (emotional attachment), continuance commitment (perceived cost of leaving), and normative commitment (sense of obligation). This three-component model has become foundational in understanding employee retention, engagement, and organizational attachment. | 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. |
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