Salīdzināt metodes

	Dienošā līdera skala (Servant Leadership Scale, SLS)	Organizatoriskās saistības skala
Nozare	Organizāciju uzvedība	Organizāciju uzvedība
Saime	Process / pipeline	Process / pipeline
Izcelsmes gads	2008	1991
Autors	Robert K. Greenleaf (concept); Robert C. Liden et al. (measurement scale)	John P. Meyer and Natalie J. Allen
Tips	Self-report questionnaire	Self-report questionnaire
Pirmavots	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.	Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
Citi nosaukumi	SLS, Servant Leader Scale	OCS, Meyer & Allen Scale
Saistītās	5	5
Kopsavilkums	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 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.