Relevant bibliographies by topics / Laissez-faire leaders

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  1. Journal articles
  2. Dissertations / Theses
  3. Book chapters
  4. Reports

Academic literature on the topic 'Laissez-faire leaders'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Laissez-faire leaders"

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Tosunoglu, Hande. "Laissez-Faire leaders and organizations: how does Laissez-Faire leader erode the trust in organizations." Pressacademia 3, no. 1 (March 30, 2016): 89. http://dx.doi.org/10.17261/pressacademia.2016116538.

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Jaafar, Syaiful Baharee. "Leadership style: Is it autocratic, democratic or laissez-faire?" ASEAN Journal of Management and Business Studies 3, no. 1 (2021): 1–7. http://dx.doi.org/10.26666/rmp.ajmbs.2021.1.1.

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: The work assigned to employee cannot be completed without clear direction. Therefore, leader's responsibility to provide clear direction leads to the completed task and reduces costs to the organization. Leadership style is essential in inspiring employees to work hard and improve their performance. The purpose of this document is to examine the style of Middle Management Leadership especially, Program Leader. The sample in this study consists of 12 program leaders of Polytechnic of Tuanku Sultanah Bahiyah (PTSB), Kedah. The study finds that most program leaders prefer to use a democratic approach. The program leader tends to brainstorm, collaborate and tolerate with another lecturer to achieve the organizational goal. The findings also show that the previous relationship as a lecturer before heading the program influences the leadership style, democratic.
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Rachmayuniawati, Yuyun, and Sri Mulyeni. "Pengujian Gaya Kepemimpinan Organisasi." Owner (Riset dan Jurnal Akuntansi) 4, no. 2 (August 7, 2020): 517. http://dx.doi.org/10.33395/owner.v4i2.278.

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This research tries to test leadership style in organizations. The research directed to evaluate the sentences stated by the leaders which signify their leadership style. In this study we propose three types of leadership: transformational (), pseudo-transformational (), and laissez-faire leadership (). Then we examine what factors that make a leader transformational leader, pseudo-transformational, and or laissez-faire leader. We pose three variables as independent variables: satisfaction (), trust (), and respect (). Based on the result, in case of transformational leadership we find that only satisfaction that influences positive significant on leadership style. In case of laissez-faire leadership, only trust which can influence positive significant on leadership style. Meanwhile in the pseudo-transformational case, we do not find any variable that influences on leadership style. This finding confirms factor of followers that make leaders a leader: environment and circumtances.
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Wong, Sut I., and Steffen Robert Giessner. "The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective." Journal of Management 44, no. 2 (July 9, 2016): 757–83. http://dx.doi.org/10.1177/0149206315574597.

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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. Building on leader categorization theory, we suggest that empowering leadership can be perceived by followers as laissez-faire depending on followers’ empowerment expectations. Specifically, we propose that when leaders’ behaviors are not aligned with followers’ expectations (either higher or lower), followers may evaluate them as being laissez-faire. A two-stage field study of 150 leader-follower dyads employing a cross-level polynomial regression analysis supported our expectation-match hypotheses. Furthermore, followers’ perceptions of laissez-faire leadership as a mediator subsequently lead to lower leader effectiveness evaluation. Consequently, our results indicate that empowering and laissez-faire leadership in the perceptions of followers are closer to each other than researchers previously thought.
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Zheng, Xue, Sebastian C. Schuh, Kenneth Tai, Katherine Xin, and Marius Van Dijke. "When and Why Envious Leaders Become Laissez-faire Leaders." Academy of Management Proceedings 2017, no. 1 (August 2017): 13261. http://dx.doi.org/10.5465/ambpp.2017.13261abstract.

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LIBIA, P. "Impact And Influence Of Leadership Style And Their Relationship In Corporate Hospitals With Reference To Chennai Hospitals." Restaurant Business 118, no. 11 (November 22, 2019): 323–32. http://dx.doi.org/10.26643/rb.v118i11.10038.

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The purpose of this study was to examine the relationships on leadership styles (transformational leadership style, transactional leadership style and laissez-faire leadership styles), and their practices in Chennai corporate hospitals. The success Organizational is too achieving its goals and objectives depend on the leaders of the organization and their leadership styles. The study revealed that the transformational leadership style has a significant, positive relationship on the leadership styles. However, we found that the transactional and laissez-faire leadership styles have a negative relationship to hospital management practices. Based on the results, it is recommended that hospitals recruit leaders with transformational style, and also hold seminars to train current leaders to become more transformational.
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Romanowska, Julia, Gerry Larsson, and Töres Theorell. "An Art-Based Leadership Intervention for Enhancement of Self-Awareness, Humility, and Leader Performance." Journal of Personnel Psychology 13, no. 2 (January 2014): 97–106. http://dx.doi.org/10.1027/1866-5888/a000108.

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This study represents a new cross-disciplinary approach. A year-long art-based leadership intervention was compared to conventional leadership training using a random allocation design. The study has examined whether the art-based intervention has a stronger beneficial impact on leaders’ development than the conventional program. Comparison was made utilizing leaders’ self-ratings and subordinates’ ratings of their leaders’ frequency of expressed laissez-faire leadership and capacity to cope with stress. Our findings show a striking difference in the development between the two groups. In addition to displaying less laissez-faire behavior, the leaders in the art intervention appear to have improved their self-awareness, humility, and stress coping, while contrasting results were noted in the conventional group. These findings confirm the earlier results in our research.
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Yan, Qing, Michelle C. Bligh, and Jeffrey C. Kohles. "Absence Makes the Errors Go Longer." Zeitschrift für Psychologie 222, no. 4 (October 2014): 233–45. http://dx.doi.org/10.1027/2151-2604/a000190.

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Learning and innovation are increasingly important for companies to compete in a global marketplace. Leaders are often in a position to exert significant influence on employees’ learning behaviors, and may also be able to foster learning from workplace errors. This cross-sectional research investigates the relationship between employee perceptions of leadership style, mindset (fixed vs. growth), and orientation to error learning. We examine five leadership styles – authentic, transformational, transactional, laissez-faire, and aversive leadership – and view them on an extended range, from more positive (authentic, transformational, and transactional) to more negative and destructive (laissez-faire and aversive). A sample of 268 participants completed an on-line survey of their leaders’ styles, as well as their own mindsets, and their reactions to workplace errors. Results suggest that authentic and transformational leadership styles foster more employee error learning than transactional leadership, while laissez-faire and aversive leadership styles are destructive in that they actively inhibit employee error learning. Somewhat surprisingly, laissez-faire leadership showed the strongest and most negative effect on a follower’s error learning orientation, although followers with fixed mindsets reported being less likely to learn from errors than followers with growth mindsets, regardless of leadership style. Our findings shed light on the relationship between leadership style and employee error learning, and suggest that negligent leadership may be particularly destructive for organizations that seek to foster a learning environment.
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Alshamari , PhD, Shaher. "LAISSEZ-FAIRE LEADERSHIP POSITIVELY IMPACTS ORGANISATIONAL COMMITMENT IN HEALTHCARE CENTRES IN QATAR." International Journal of Advanced Research 8, no. 9 (September 30, 2020): 967–78. http://dx.doi.org/10.21474/ijar01/11750.

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Leadership engenders an essential element for organisations to develop business strategies and achieve their goals. This research aims to examine the impact of laissez-faire leadership style on organisational commitment (OCOM) in health care centers in Qatar. The researcher adopted a quantitative approach, using a self-administered questionnaire to collect the primary data. The sample consisted of 218 leaders and supervisors from five healthcare centers in Qatar selected employing non-random sampling. The study indicated a significant positive relationship existed between laissez-faire leadership and OCOM. Moreover, leadership behavior significantly impacted OCOM behaviors. but in different degrees: continuance commitment and normative commitment to a higher extent, and affective commitment less so. Also, the results showed the percentage to which Laissez-Faire leadership style was practiced, in the sample, to be high.
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Khan, Ahmad, and Dr Melanie M. Tidman. "Impacts of Transformational and Laissez-Faire Leadership in Health." International Journal of Medical Science and Clinical Invention 8, no. 09 (September 6, 2021): 5605–9. http://dx.doi.org/10.18535/ijmsci/v8i09.04.

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The health care industry is continuously developing, and constant leadership must maintain high-quality care to patients. Applying certain leadership styles is critical in developing, aligning and fabricating a pathway to effective and reliable care. Leaders can improve their subordinates’ performance, work behavior, and communication of their subordinates through the application of different styles of leadership. The two styles of leadership under investigation in this paper are transformational leadership and laissez-faire leadership. In health care organizations, transformational leadership improves the quality and safety of patient care. Furthermore, transformation enhances staff commitment to organizational goals. In contrast, Laissez-faire leadership is not an ideal style in health care facilities. Laissez-faire leadership increases stress levels, anxiety, and staff turnover rates. As a result, the higher level of stress among staff leads to medical errors, a higher rate of staff turnovers, and suboptimal care to care for patients. Each leadership style has its strengths and weaknesses; leaders need to apply the appropriate leadership style to improve health care quality, patient safety, teamwork, and increase staff motivation and commitment to reduce adverse events in health care facilities.
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Dissertations / Theses on the topic "Laissez-faire leaders"

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Gonçalves, Susana Raquel Inácio Veiga. "Relação entre os estilos de liderança e a satisfação em contexto de mudança numa instituição bancária : abordagem ao líder intermédio." Master's thesis, Instituto Superior de Economia e Gestão, 2017. http://hdl.handle.net/10400.5/14319.

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Mestrado em Gestão de Recursos Humanos
Desde a crise do subprime com a queda do Lehman Brothers em setembro de 2008, o setor bancário assumiu consequências e alterações ao seu funcionamento. Também a forma de estar dos clientes alterou, em Portugal com a queda do BPP e do BPN, a aquisição do Banif, a resolução do BES, leva a que hoje os clientes sejam mais exigentes, mais informados, mais complexos nas suas escolhas colocando-as em causa muitas vezes. Neste contexto adverso de fortes alterações, os líderes intermédios pelo seu posicionamento na hierarquia assumem um papel de extrema importância. São estes que têm uma posição privilegiada e consequentemente um envolvimento e uma influência junto dos colaboradores, contribuindo de forma decisiva para o sucesso da organização, pois são eles que podem ?fazer acontecer?. A literatura reforça que a liderança transformacional é a mais eficaz em momentos de mudança e no mesmo sentido numa maior satisfação com o líder. Tendo por base a análise dos líderes intermédios de uma instituição bancária portuguesa, os principais objetivos deste estudo são, por um lado, identificar o estilo de liderança predominante, por outro aferir se existe relação entre o estilo de liderança e a satisfação com o líder e por último analisar se os estilos de liderança se coadunam com os necessários em momentos de mudança. Os resultados do estudo reforçam que a liderança transformacional segue na mesma direção da satisfação com o líder, havendo uma relação direta e positiva nos momentos de mudança.
Since the subprime mortgage crisis and the collapse of Lehman Brothers in September 2008, the banking sector as a whole, had to dealt with some consequences and changes. In Portugal, since the collapse of some national banks like BPP and BPN, the changes in BES, and the aquisition of Banif, lead to a new set of customers. Customers are more demanding, more informed and have higher expectations. In this adverse context of strong changes, intermediate leaders by their position in the hierarchy assume a very important role. Due to their privileged position, involvement and impact with their employees, intermediate leaders contribute in a decisive way to the success of the organization as they are the ones that ?can make it happen?. Literature shows that transformational leadership is the most effective in times of change and greater satisfaction with the leader. Based on the analysis of the intermediate leaders of a Portuguese banking institution, the main objectives of this study are: to identify the predominant leadership style, and then determine the link between the leadership style and the emplooyee satisfaction with the leader. Finally, examine whether leadership styles are in line with those needed at times of change. The results of the study support that the transformational leadership follows in the same direction of the satisfaction with the leader, having a direct and positive relation in moments of change.
info:eu-repo/semantics/publishedVersion
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Chiles, Ethel. "Expectations of Job Satisfaction Based on Three Common Leadership Styles." Thesis, Walden University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3689100.

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Some leadership styles can produce job dissatisfaction, resulting in labor turnover and financial loss to organizations. Despite these known consequences, there is a lack of research on the perceptions of leadership styles on job satisfaction for hourly wageworkers. This phenomenological study was used to understand the experiences of non-management employees on how management leadership styles affected their job satisfaction. Bass's leadership theory, Herzberg's dual factor theory, and Maslow's hierarchy of needs guided this study. The primary research questions were used to explore themes in leadership styles affecting selected North Carolina employees in the workplace. Data collection included in-depth interviews with 25 hourly wageworkers who completed at least one annual performance discussion with their first-line supervisor. Utilizing Moustakas' modified van Kaam method of data analysis, 4 primary themes emerged: (a) perceptions of 3 leadership styles, (b) insights on job satisfaction, (c) observations of leader behaviors, and (d) leadership agility. The 4 primary themes and 18 subthemes indicated that participants perceived more positive experiences with transformational leaders than they did with transactional or laissez-faire leaders. The findings are important for first-line supervisors in the fields of business, finance, and education to develop strategies that may maximize positive experiences with leadership styles that will create and improve overall job satisfaction. Social change implications, given the findings, include supervisors' increased awareness of how the 3 leadership styles could provide more favorable experiences for hourly wageworkers.

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"Influence of transformational, autocratic, democratic, and laissez-faire leadership principles on the effectiveness of religious leaders." UNIVERSITY OF PHOENIX, 2010. http://pqdtopen.proquest.com/#viewpdf?dispub=3370948.

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Beggs, Bradley D. "An Analysis of Transformational, Transactional and Laissez-Faire Leadership Styles Between Professional and Student Leaders in Collegiate Outdoor Programs." 2008. http://trace.tennessee.edu/utk_gradthes/335.

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This thesis is a quantitative research project that investigates the leadership styles of collegiate outdoor program leaders. The purpose of this study was to gain knowledge of the leadership style(s) of collegiate outdoor program leaders, particularly between student and professional leaders. A purposive sampling method was used to select outdoor programs as well as to solicit participation using an email listserv maintained by the Association for Outdoor Recreation and Education (AORE). A total of n=113 leaders responded., resulting in 80 complete sets of data. The Multifactor Leadership Questionnaire Short (MLQ5x) was used to determine leadership styles. A repeated measures ANOVA shows that collegiate outdoor student and professional leaders share the same leadership styles.
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Sayed, Habiba. "The influence of principal leadership on school performance : a case study in selected Gauteng schools." Diss., 2013. http://hdl.handle.net/10500/10494.

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This study sought to analyse the influence of principal leadership on the performance of selected schools in the Gauteng Province of South Africa. The problems addressed in the research were what leadership and leadership styles in the school context entail, concept of school performance, attributes of leadership as perceived by principals and how these attributes impact on school performance and establish whether school performance is dependent upon principal leadership and his/her leadership style. It was a qualitative study. Stakeholders of the schools were interviewed and observations were made. The relationship between leadership and leadership style, in general, and school performance were investigated. The research established that unless principals were well equipped with knowledge and skills in management and leadership, they would not be able to improve school performance.
Educational Leadership and Management
M. Ed. (Education Management)
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Book chapters on the topic "Laissez-faire leaders"

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Figueiredo, Paula Cristina Nunes. "Leadership Style and Succession Planning." In Leadership and Followership in an Organizational Change Context, 57–89. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-2807-5.ch003.

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The main aim of the chapter is to identify the leadership style that promotes succession planning through the existence of leadership development practices within organizations. The middle and top leaders are very important to identify and develop new leaders within the organization. The authors reach three main conclusions: 1) The laissez-faire leadership style is related to the succession planning. Succession planning is positively influenced by leaders that adopt a passive leadership style. 2) There are some practices of leadership development that are related to the existence of succession planning in organizations. 3) The 360º feedback and coaching/executive coaching are related to the succession planning. These practices promote the human capital development, so it is assumed that succession planning may be related to the leader development. Theoretically they concluded that organizations should have a leadership pipeline in order to prepare leaders to assume leadership positions.
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Stricker, Frank. "Discipline for the Unemployed; Laissez-Faire for Business (1873–1920)." In American Unemployment, 15–38. University of Illinois Press, 2020. http://dx.doi.org/10.5622/illinois/9780252043154.003.0002.

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There was virtually no federal spending to counteract five major depressions or substantial unemployment in between. Unemployed people received almost no public or private assistance, and they were the target of nasty stereotypes. This chapter analyzes those who promoted negative views, including classical economists who claimed that unregulated markets tended to produce full employment, and charity organization leaders like Josephine Shaw Lowell who believed that poor people needed to be disciplined. The chapter also discusses defenders of the working class, including economist John Commons and reformer Jacob Coxey, who wanted public works for the unemployed. Over time more policy-makers gained a compassionate and scientific comprehension of unemployment, but federal policy in 1920 was not very different from what it had been in 1880.
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Fitzgerald, Joseph R. "Shock Therapy, Round Two." In The Struggle Is Eternal, 88–117. University Press of Kentucky, 2018. http://dx.doi.org/10.5810/kentucky/9780813176499.003.0007.

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This chapter continues to detail the history of the social justice–focused Cambridge movement and white politicos’ use of laissez-faire gradualism to thwart it. It discusses Richardson’s growing influence in the Cambridge movement, particularly her ideas about who should be involved in the movement, what its goals should be, and what strategies and tactics should be used to achieve them. She rejected the politics of respectability, which stressed adherence to certain dress and personal behavior standards, and presented herself to white leaders, including Attorney General Robert F. Kennedy, as an unflinching advocate for black liberation. This chapter also covers Richardson’s role in the “Treaty of Cambridge,” a formal agreement between city leaders and CNAC that outlined the steps white leaders would take to address the city’s racial issues.
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Norris, Sharon E., and Ashley R. Norris. "Applying the Full Range of Leadership." In Advances in Human Resources Management and Organizational Development, 109–25. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7799-7.ch007.

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Engaged employees are connected, present, authentically self-expressive in their work roles, and committed to their organizations. Disengaged employees are disconnected and detached from their work. The extent to which employees are engaged is malleable and subject to influence and change; therefore, employee engagement can be developed. When employees believe they are supported with opportunities for growth and development, they are more likely to be engaged in their work. In this chapter, employee engagement, employee development, and full range leadership are discussed along with how leaders use transactional, transformational, and laissez-faire leadership to develop followers and encourage employee engagement.
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Tanzi, Vito. "Government Role and Public Spending." In The Economics of Government, 11–31. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198866428.003.0002.

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This chapter considers two polar cases in the role of government: Laissez faire and central planning. Past experiences with central planning, its difficulties and its influence, are discussed. The chapter looks at the role of the state during periods of laissez faire and the influence of Adam Smith. Low spending and low taxes characterize laissez faire policies. Economists put their trust in evolution and progress. The chapter then goes on to anaylze how the role of the state changed in the twentieth century and the new functions of stabilization and redistribution. The Industrial Revolution had a major impact on the role of the state in the nineeenth century, and in the twentieth, after World War Two, many states saw a growth in taxation and public spending. Finally the chapter considers whether more public spending leads to more social welfare
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Indiran, Logaiswari, Zainab Khalifah, Kamariah Ismail, and Santhi Ramanathan. "Business Incubation in Malaysia." In Handbook of Research on Small and Medium Enterprises in Developing Countries, 322–44. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2165-5.ch015.

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The purpose of this chapter is to present the importance and contribution of business incubation programmes to Small and Medium Enterprises in Malaysia. Chapter starts with a brief review of the history and transition of major economic policies in Malaysia as well as the government responses towards achieving the status of fully developed nation by the year 2020. The policy review includes the Laissez-faire Policy, New Economy Policy, National Development Plan, National Vision Policy, and New Economy Model which were set to achieve nation's rapid economic growth. This review leads the paper towards the exploration of the major drivers of current economic growth in Malaysia. This chapter identifies Multimedia Super Corridor as the most important initiative and a key driver to global Information Communications Technology development as well as the major contributor to Small and Medium Enterprises establishment in Malaysia. In addition, it outlines the significant contribution of Small and Medium Enterprises to the economic growth in Malaysia, and finally identifies business incubators as a support mechanism to accelerate the SMEs success, especially the start-up firms. This chapter provides knowledge to the researchers and practitioners on the linkages among Multimedia Super Corridor, Small and Medium Enterprises and incubators that align with the economic policy development. As a conclusion, the chapter discusses the challenges faced by the incubation programmes in Malaysia and thus, highlights the prominence of business incubators as a niche subject to be explored in depth, in terms of their growth and potentials in Malaysia.
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Indiran, Logaiswari, Zainab Khalifah, Kamariah Ismail, and Santhi Ramanathan. "Business Incubation in Malaysia." In Start-Ups and SMEs, 61–84. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1760-4.ch005.

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The purpose of this chapter is to present the importance and contribution of business incubation programmes to Small and Medium Enterprises in Malaysia. Chapter starts with a brief review of the history and transition of major economic policies in Malaysia as well as the government responses towards achieving the status of fully developed nation by the year 2020. The policy review includes the Laissez-faire Policy, New Economy Policy, National Development Plan, National Vision Policy, and New Economy Model which were set to achieve nation's rapid economic growth. This review leads the paper towards the exploration of the major drivers of current economic growth in Malaysia. This chapter identifies Multimedia Super Corridor as the most important initiative and a key driver to global Information Communications Technology development as well as the major contributor to Small and Medium Enterprises establishment in Malaysia. In addition, it outlines the significant contribution of Small and Medium Enterprises to the economic growth in Malaysia, and finally identifies business incubators as a support mechanism to accelerate the SMEs success, especially the start-up firms. This chapter provides knowledge to the researchers and practitioners on the linkages among Multimedia Super Corridor, Small and Medium Enterprises and incubators that align with the economic policy development. As a conclusion, the chapter discusses the challenges faced by the incubation programmes in Malaysia and thus, highlights the prominence of business incubators as a niche subject to be explored in depth, in terms of their growth and potentials in Malaysia.
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Hardin, Garrett. "Recapitulation and a Look Ahead." In Living within Limits. Oxford University Press, 1993. http://dx.doi.org/10.1093/oso/9780195078114.003.0033.

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The cosmopolitan approach is required for some worldwide problems, such as ozone depletion, acid rain, and the exhaustion of oceanic fisheries. By contrast, potholes and population call for a parochial orientation. But if local "laissez-faire" in population matters is interpreted to mean no borders, a suicidal commons results. To survive, rich nations must refuse immigration to people who are poor because their governments are unable or unwilling to stop population growth. With its borders secured, how is a nation to control its own population growth? In one sense population control is inevitable; in another problematical. If the citizens of a nation pay absolutely no attention to their numbers, population will eventually be controlled by "nature"—by disease, starvation, and the social disorders that follow from too many people fighting for limited resources. But when wellwishers call for "population control" they mean something gentler than nature's ultimate response. Can we now predict what form successful human measures will take? I don't think we can, because the question demands that we successfully predict human history. Who, in the year 1700, could have predicted the Constitution of the United States? Who, in 1900, could have predicted Chernobyl? What happens in history is the result of the interaction of (first) the dependable "Laws of Nature" with (second) the apparent capriciousness of human nature. As concerns the first component, Francis Bacon should be our guide: "Nature to be commanded must be obeyed." Coming to the second factor we turn to the inventor of the holograph, the Nobelist Dennis Gabor: "The future cannot be predicted, but futures can be invented." Ignorance of this insight leads the public to take too seriously the projections of demographers (who rightly insist that they cannot predict the future). Demographers merely project curves—present trends—into the unknown future, all the while knowing—as Rene Dubos said-—that trend is not destiny. This book has been one long dissertation on the laws of nature that must be obeyed, namely: the properties of exponential growth; limits generally; the properties of usury; the significance of human unreliability; and the consequences of reproductive competition (including natural selection). But within these limitations lie many possibilities of population control. Some controls are kinder than others.
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Reports on the topic "Laissez-faire leaders"

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Michelson, Brian M. Character Development of U.S. Army Leaders: A Laissez Faire Approach. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589452.

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