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	Skala przywództwa służebnego	Skala zaangażowania organizacyjnego
Dziedzina	Zachowania organizacyjne	Zachowania organizacyjne
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	2008	1991
Twórca	Robert K. Greenleaf (concept); Robert C. Liden et al. (measurement scale)	John P. Meyer and Natalie J. Allen
Typ	Self-report questionnaire	Self-report questionnaire
Źródło pierwotne	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.
Inne nazwy	SLS, Servant Leader Scale	OCS, Meyer & Allen Scale
Pokrewne	5	5
Podsumowanie	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.