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Main and interactive effects of weekly transformational and laissez-faire leadership on followers’ trust in the leader and leader effectiveness [PDF]
Journal of Occupational and Organizational Psychology, 2019 Leaders’ behaviour fluctuates over time, and leaders use different behaviours that impact their followers. Whereas transformational leadership is associated with positive outcomes, laissez-faire leadership negatively affects followers.
Hannes Zacher, Kimberley Breevaart
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Laissez-Faire Leadership and Informal Leadership Behavior
Academy of Management Proceedings, 2017Little is known about the functioning of informal leadership in teams whose formal leaders engage in laissez-faire behavior by shirking their leadership responsibilities.
Edward McClain Wellman, Jeffery LePine
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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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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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Is there power in letting go? An assessment of laissez-faire leadership research
Laissez-faire leadership is characterized by an absence of leadership behaviors and is, by definition, an inactive form of leadership (Bass and Avolio, 1994). Previous research has largely explored the “dark side” of laissez-faire leadership and found that a leaders’ failure to provide feedback, take decisions, provide support, and stimulate motivationEvy Kuijpers +2 more
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Hospital Topics, 2006
The purpose of this study is to evaluate empirically in the hospital administrative environment the relationship of leadership behaviors to subordinate manager's perceived outcomes, through examination of B. M. Bass's (1985) model of transformational, transactional, and laissez-faire leadership.
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The purpose of this study is to evaluate empirically in the hospital administrative environment the relationship of leadership behaviors to subordinate manager's perceived outcomes, through examination of B. M. Bass's (1985) model of transformational, transactional, and laissez-faire leadership.
openaire +2 more sources
Laissez-faire Leadership and Turnover: The Role of Employee’s Organizational Identity Threat
Academy of Management Proceedings, 2022Veronique Robert, Christian Vandenberghe
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