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	Skala zaangażowania organizacyjnego	Skala Przywództwa Transformacyjnego
Dziedzina	Zachowania organizacyjne	Zachowania organizacyjne
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	1991	1985
Twórca	John P. Meyer and Natalie J. Allen	Bernard M. Bass and Bruce J. Avolio
Typ	Self-report questionnaire	Self-report questionnaire
Źródło pierwotne	Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.	Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. ISBN: 978-0029015001
Inne nazwy	OCS, Meyer & Allen Scale	TLS, MLQ, Multifactor Leadership Questionnaire
Pokrewne	5	5
Podsumowanie	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.