The Destructiveness of Laissez-Faire Leadership Behavior

The 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 Norwegia...

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Bibliographic Details
Published in:Journal of occupational health psychology 2007-01, Vol.12 (1), p.80-92
Main Authors: Skogstad, Anders, Einarsen, Ståle, Torsheim, Torbjørn, Aasland, Merethe Schanke, Hetland, Hilde
Format: Article
Language:English
Subjects:
Adult
Aggression - psychology
Bullying
Conflict
Conflict (Psychology)
Distress
Female
Frustration
Hierarchy, Social
Human
Humans
Interpersonal Relations
Job Satisfaction
Leadership
Male
Middle Aged
Models, Psychological
Norway
Organizational Culture
Personnel Management
Role
Role Conflicts
Statistics as Topic
Stress, Psychological - complications
Surveys and Questionnaires
Workplace
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Summary:The 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. Laissez-faire leadership was positively correlated with role conflict, role ambiguity, and conflicts with coworkers. Path modeling showed that these stressors mediated the effects of laissez-faire leadership on bullying at work and that the effects of laissez-faire leadership on distress were mediated through the workplace stressors, especially through exposure to bullying. The results support the assumption that laissez-faire leadership behavior is a destructive leadership behavior.
ISSN:1076-8998
1939-1307
DOI:10.1037/1076-8998.12.1.80