So sánh phương pháp

	Thang đo Lãnh đạo Phục vụ (Servant Leadership Scale - SLS)	Thang đo Cam kết Tổ chức
Lĩnh vực	Hành vi tổ chức	Hành vi tổ chức
Họ	Process / pipeline	Process / pipeline
Năm ra đời	2008	1991
Người khởi xướng	Robert K. Greenleaf (concept); Robert C. Liden et al. (measurement scale)	John P. Meyer and Natalie J. Allen
Loại	Self-report questionnaire	Self-report questionnaire
Công trình gốc	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.
Tên gọi khác	SLS, Servant Leader Scale	OCS, Meyer & Allen Scale
Liên quan	5	5
Tóm tắt	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.