Academic literature on the topic 'Laissez-faire leaders'

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.

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.

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.

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.

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

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.

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.

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.