方法对比
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| 组织承诺量表× | 变革型领导量表× | |
|---|---|---|
| 领域 | 组织行为学 | 组织行为学 |
| 方法族 | Process / pipeline | Process / pipeline |
| 起源年份≠ | 1991 | 1985 |
| 提出者≠ | John P. Meyer and Natalie J. Allen | Bernard M. Bass and Bruce J. Avolio |
| 类型 | Self-report questionnaire | Self-report questionnaire |
| 开创性文献≠ | Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. DOI ↗ | Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. ISBN: 978-0029015001 |
| 别名≠ | OCS, Meyer & Allen Scale | TLS, MLQ, Multifactor Leadership Questionnaire |
| 相关 | 5 | 5 |
| 摘要≠ | 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. |
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