Results 201 to 210 of about 60,557 (242)
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The destructiveness of laissez-faire leadership behavior.
Journal of Occupational Health Psychology, 2007The aim of the study is to test the assumption that laissez-faire leadership behavior is not a type of zero-leadership, but a type of destructive leadership behavior that shows systematic relationships with workplace stressors, bullying at work, and psychological distress. A survey of 2,273 Norwegian employees was conducted and analyzed.
Anders Skogstad +4 more
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Industrial Policy: Laissez-faire or State Leadership?
2022The coronavirus pandemic has led to a massive increase of state activity in the economy. Correspondingly, we may wonder whether the state retains this role after the end of the crisis or whether it returns to its pre-crisis role. This is particularly relevant in case of industrial policy, i.e.
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Psychological Bulletin, 2003
A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership.
Eagly, A.H. +2 more
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A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership.
Eagly, A.H. +2 more
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European Journal of Work and Organizational Psychology, 2022
The role of leaders has been increasingly studied in connection to employee well-being. However, little attention has been given to the effect of passive forms of leadership such as laissez-faire leadership. Two studies examined the effects of laissez-faire leadership on positive and negative aspects of employee psychological well-being.
Véronique Robert +1 more
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The role of leaders has been increasingly studied in connection to employee well-being. However, little attention has been given to the effect of passive forms of leadership such as laissez-faire leadership. Two studies examined the effects of laissez-faire leadership on positive and negative aspects of employee psychological well-being.
Véronique Robert +1 more
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Journal of Leadership & Organizational Studies, 2021
Characterized simply as “the absence of leadership,” scholars have generally written off “laissez-faire leadership” as the inaction of poor managers disinterested in their followers and organizational outcomes. In this study, we question whether this simple understanding of the construct is always true, arguing that delegation, a conceivably positive ...
Kalan R. Norris +2 more
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Characterized simply as “the absence of leadership,” scholars have generally written off “laissez-faire leadership” as the inaction of poor managers disinterested in their followers and organizational outcomes. In this study, we question whether this simple understanding of the construct is always true, arguing that delegation, a conceivably positive ...
Kalan R. Norris +2 more
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Positive effects of laissez-faire leadership: conceptual exploration
Journal of Management Development, 2015Purpose– The dominant view of laissez-faire leadership has so far been avoidant or regarded as zero leadership. Consequently, it has been suggested that laissez-faire leadership is likely to lead to negative consequences in subordinates’ performance and attitudes.
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Laissez-Faire Leadership Behaviors in Public Sector in Vietnam
2017Negative leadership styles lay the groundwork for bullying to thrive, which negatively affects individual psychological health as found in previous research. However, because little is known in relation to how employees from high-power distance cultures such as Vietnam, experience the negative consequences of destructive leadership behaviors at work ...
Diep Nguyen +3 more
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European Journal of Work and Organizational Psychology, 2012
It has often been proposed that one must lead oneself before being able to lead others (e.g., Drucker, 1999; Manz & Sims, 1991; Pearce, 2007). In two studies, we empirically investigated associations among self-leadership (with subfacets) and the full range leadership model (transformational, transactional, laissez-faire leadership) in N = 447 ...
Marco R. Furtner +2 more
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It has often been proposed that one must lead oneself before being able to lead others (e.g., Drucker, 1999; Manz & Sims, 1991; Pearce, 2007). In two studies, we empirically investigated associations among self-leadership (with subfacets) and the full range leadership model (transformational, transactional, laissez-faire leadership) in N = 447 ...
Marco R. Furtner +2 more
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Transformational, transactional and laissez‐faire leadership among physician executives
Journal of Health Organization and Management, 2008PurposeThe purpose of this paper is to examine the empirical validity of transformational, transactional and laissez‐faire leadership and their sub‐scales among physician managers.Design/methodology/approachA nation‐wide, anonymous mail survey was carried out in the United States, requesting community health center executive directors to provide ...
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Journal of health organization and management, 2009
The purpose of this paper is to examine the empirical validity of transformational, transactional and laissez-faire leadership and their sub-scales among physician managers.A nation-wide, anonymous mail survey was carried out in the United States, requesting community health center executive directors to provide ratings of their medical director's ...
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The purpose of this paper is to examine the empirical validity of transformational, transactional and laissez-faire leadership and their sub-scales among physician managers.A nation-wide, anonymous mail survey was carried out in the United States, requesting community health center executive directors to provide ratings of their medical director's ...
openaire +2 more sources