The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective [PDF]
Journal of Management, 2018 Empowering leadership and laissez-faire leadership are generally thought to represent quite different leadership styles—the former more active and directed in follower development and the latter more passive and dismissive of followers’ needs. The present study questions this sharp differentiation.
Steffen Giessner, Sut I Wong
exaly +4 more sources
Consequences of Managers’ Laissez-faire Leadership During Organizational Restructuring [PDF]
Journal of Change Management, 2021 This study draws upon conservation of resources theory to investigate if laissez-faire leadership influences employees’ perceptions of role clarity, and two forms of well-being (job satisfaction and work-related burnout), in the context of organizational
R. Lundmark +2 more
semanticscholar +4 more sources
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
exaly +3 more sources
Laissez-Faire Leadership: A Comprehensive Systematic Review for Effective Education Practices
Journal of Education and LearningThis analysis addresses the knowledge gap on laissez-faire leadership in organizations. After reviewing 64 articles through the systematic literature review, the study finds that laissez-faire leadership, marked by minimal decision-making involvement, is
Faisal Kamal +2 more
exaly +4 more sources
The Destructiveness of Laissez-Faire Leadership Behavior [PDF]
Journal of Leadership & Organizational Studies, 2014 This study examined the mediating role of economic leader–member exchange (ELMX) on the negative associations between laissez-faire leadership and affective commitment, self-reported work effort, and self-reported organizational citizenship behavior. Two samples were used.
Buch, Robert +2 more
openaire +4 more sources
An examination of "nonleadership": From laissez-faire leadership to leader reward omission and punishment omission. [PDF]
Journal of Applied Psychology, 2008 Laissez-faire leadership has received much less attention than have the 3 transactional leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). However, laissez-faire leadership has shown strong negative relationships with various leadership criteria, and the absence of leadership (laissez-faire leadership) may be just as important as ...
Hinkin, Timothy R. +1 more
openaire +5 more sources
Leading beyond the Job Description: Investigating the Association between Principals’ Leadership Styles and Teachers’ Organizational Citizenship Behaviors in North Wollo Secondary Schools [version 3; peer review: 2 approved] [PDF]
F1000ResearchBackground Unpredictable school leadership and a lack of participative decision-making hinder school effectiveness in Ethiopia, particularly in conflict-affected areas experiencing high teacher burnout and system disruptions.
Yihenew Belay, Mateb Tafere
doaj +2 more sources
Impact of transformational and laissez-faire leadership styles on performance, job satisfaction, and turnover intention: A case study of educational organizations in Chile [PDF]
Problems and Perspectives in ManagementEmployee turnover has emerged as a growing and complex challenge, particularly among young workers with higher expectations and a greater propensity to change jobs. Certainly, leadership plays a pivotal role in addressing these challenges.
Ignacio Lopez +3 more
doaj +2 more sources
The Laissez-Faire Leadership Paradox – The Invisible Heavy Hand
In French, laissez-faire means “letting people do whatever they want.” As a leadership style, it is conventionally associated with minimal guidance, allowing employees to make decisions on their own. We challenge this idea, however, based on three studies (Nall = 946) conducted in the United States and Hungary, finding that laissez-faire leaders exert ...
Janos Salamon +3 more
core +3 more sources
Leadership & Organization Development JournalPurposeThis study aims to investigate how leaders’ perceptions of two organizational change characteristics, the frequency of organizational change and involvement in change planning, influence their role clarity and laissez-faire leadership behaviors ...
R. Lundmark +3 more
semanticscholar +2 more sources