Methoden vergelijken
Bekijk de geselecteerde methoden naast elkaar; rijen die verschillen zijn gemarkeerd.
| Servant Leadership Scale× | Schaal voor Transformationeel Leiderschap× | |
|---|---|---|
| Vakgebied | Organisatiegedrag | Organisatiegedrag |
| Familie | Process / pipeline | Process / pipeline |
| Jaar van ontstaan≠ | 2008 | 1985 |
| Grondlegger≠ | Robert K. Greenleaf (concept); Robert C. Liden et al. (measurement scale) | Bernard M. Bass and Bruce J. Avolio |
| Type | Self-report questionnaire | Self-report questionnaire |
| Oorspronkelijke bron≠ | 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. DOI ↗ | Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. ISBN: 978-0029015001 |
| Aliassen≠ | SLS, Servant Leader Scale | TLS, MLQ, Multifactor Leadership Questionnaire |
| Verwant | 5 | 5 |
| Samenvatting≠ | 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 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. |
| ScholarGateGegevensset ↗ |
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