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	Skala Bezpieczeństwa Psychologicznego	Skala przywództwa służebnego
Dziedzina	Zachowania organizacyjne	Zachowania organizacyjne
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	1999	2008
Twórca	Amy C. Edmondson	Robert K. Greenleaf (concept); Robert C. Liden et al. (measurement scale)
Typ	Team-level self-report questionnaire	Self-report questionnaire
Źródło pierwotne	Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.	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.
Inne nazwy	PSS, Team Psychological Safety Scale	SLS, Servant Leader Scale
Pokrewne	5	5
Podsumowanie	The Psychological Safety Scale (PSS), developed by Amy Edmondson in 1999, measures team members' shared perception that they can take interpersonal risks—speaking up, asking questions, admitting mistakes, proposing new ideas—without fear of embarrassment, punishment, or rejection. The 7-item scale captures a team-level construct fundamental to learning, innovation, and psychological well-being. High psychological safety predicts team performance, learning from errors, information sharing, and adaptive responses to change.	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.