Salīdzināt metodes

	Dienošā līdera skala (Servant Leadership Scale, SLS)	Organizācijas taisnīguma skala
Nozare	Organizāciju uzvedība	Organizāciju uzvedība
Saime	Process / pipeline	Process / pipeline
Izcelsmes gads	2008	2001
Autors	Robert K. Greenleaf (concept); Robert C. Liden et al. (measurement scale)	Jason Colquitt and Robert H. Moorman
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.	Colquitt, J. A. (2001). On the dimensionality of organizational justice: a construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400.
Citi nosaukumi	SLS, Servant Leader Scale	OJS, Justice Climate 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 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.