Academic literature on the topic 'Laissez-faire leadership'
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Journal articles on the topic "Laissez-faire leadership"
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Yang, Inju. "Positive effects of laissez-faire leadership: conceptual exploration." Journal of Management Development 34, no. 10 (October 12, 2015): 1246–61. http://dx.doi.org/10.1108/jmd-02-2015-0016.
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Purpose – The dominant view of laissez-faire leadership has so far been avoidant or regarded as zero leadership. Consequently, it has been suggested that laissez-faire leadership is likely to lead to negative consequences in subordinates’ performance and attitudes. The purpose of this paper is to argue that this conventional view is biased from the start as it is burdened with the concept that laissez-faire leadership is non-strategic and therefore implies negative consequences. This paper further argues that to be able to unveil the real outcomes of laissez-faire leadership, focus should shift to the behavioral aspect of laissez-faire leadership, or non-involvement of a leader/leadership. Design/methodology/approach – This conceptual presentation and presented propositions could stimulate the examination of laissez-faire leadership in more balanced ways. Findings – Shifted focus to the behavioral aspect of laissez-faire leadership, or non-involvement of a leader/leadership allows this paper to explore possible positive outcomes, especially with consideration with dynamics of time. While extant studies about laissez-faire leadership have been partial to negative consequences, this paper explores different contexts in which laissez-faire leadership could be positive. Originality/value – This paper is one of the first attempts to tease out possible outcomes of laissez-faire leadership, which could be not just negative, by adapting the behavioral aspect of non-involvement of a leader.
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Diebig, Mathias, and Kai C. Bormann. "The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective." German Journal of Human Resource Management: Zeitschrift für Personalforschung 34, no. 3 (January 16, 2020): 324–44. http://dx.doi.org/10.1177/2397002219900177.
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Previous research on laissez-faire leadership and stress has focused on between-person differences by looking at general ratings of leader behaviours. Yet, researchers have demonstrated a high situational contingency of leadership behaviours that call for a more detailed analysis of within-person differences. We adopt a role theory perspective to explain why daily laissez-faire leadership is linked to daily stress of followers. Also drawing on role theory, we further explain fluctuations of supervisors’ laissez-faire leadership behaviour over time in relation to follower perceptions of day-specific stress. Finally, we also take followers’ level of neuroticism into perspective to describe when followers are particularly vulnerable to laissez-faire leadership. We conducted a diary study spanning over 5 days within 1 working week to test whether daily laissez-faire leadership and its variability were positively related to followers’ daily stress and whether these relations were moderated by follower neuroticism. A total of 201 participants completed the diary surveys ( M = 4.79 days × 201 participants = 963 data points) and provided information in an initial survey. Results gave support for most of our hypotheses and showed a positive relationship between daily laissez-faire leadership and daily stress as well as a positive relationship between laissez-faire leadership variability and daily stress. Neuroticism moderated the positive relationship between laissez-faire leadership variability and daily stress in the way that the relationship between laissez-faire leadership variability and daily stress was stronger for individuals with high neuroticism.
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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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Wellman, Edward McClain, and Jeffery LePine. "Laissez-Faire Leadership and Informal Leadership Behavior." Academy of Management Proceedings 2017, no. 1 (August 2017): 11499. http://dx.doi.org/10.5465/ambpp.2017.11499abstract.
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Yasir, Muhammad, Rabia Imran, Muhammad Kashif Irshad, Noor Azmi Mohamad, and Muhammad Muddassar Khan. "Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity." SAGE Open 6, no. 4 (October 2016): 215824401667539. http://dx.doi.org/10.1177/2158244016675396.
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This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees’ trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.
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Anwer, Sanarya Adnan, Ahmed Jawhar Mohammad, Bryar Sami Abdulrahman, Khowanas Saeed Qader, Diyar Abdulmajeed Jamil, Bayar Gardi, and Karkhi Khalid Sabah. "Leading Project teams: The role of leadership styles in dynamic work environment." International Journal of English Literature and Social Sciences 7, no. 6 (2022): 022–28. http://dx.doi.org/10.22161/ijels.76.4.
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The current study aimed to examine the influence of three different leadership style including (authoritarian leadership style, democratic leadership style, laissez faire leadership style on work environment at selected private businesses in Erbil. The current study applied quantitative research method to measure the developed research hypotheses. The study prepared a questionnaire consists of different sections; including questions regarding to the authoritarian leadership, certain questions regarding to the democratic leadership, moreover several questions regarding to the Laissez-Faire leadership styles and lastly set questions about work environment at private businesses. The findings revealed that the most powerful leadership style with associated with work environment was Laissez-Faire leadership followed by democratic leadership style and the lowest value was for authoritarian leadership style.
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Sunaryanto, Muhammad Effendi, M. Dedi Widodo, and Ahmad Hanafi Hanafi. "Hubungan Gaya Kepemimpinan Kepala Puskesmas Terhadap Kepuasan Pegawai Di Puskesmas Payung Sekaki Kota Pekanbaru Tahun 2020." Media Kesmas (Public Health Media) 1, no. 3 (December 31, 2021): 888–98. http://dx.doi.org/10.25311/kesmas.vol1.iss3.181.
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Puskesmas Payung Sekaki merupakan puskesmas rawat jalan yang masuk dalam wilayah Kecamatan Payung Sekaki dimana terdapat penurunan jumlah pegawai selama 3 tahun terakhir. Tujuan penelitian ini untuk mengetahui Hubungan gaya kepemimpinan otoriter, gaya kepemimpinan partisipatif dan gaya kepemimpinan laissez faire dengan kepuasan pegawai di Puskesmas Payung Sekaki Kota Pekanbaru. Penelitian yang digunakan adalah penelitian Kuantitatif dengan jumlah sampel 36 responden. Hasil dari penelitian ini menunjukkan bahwa dengan variabel gaya kepemimpinan Otoriter p-value (<0.001), gaya kepemimpinan partisipatif p-value (<0.005), dan gaya kepemimpinan Laissez Faire p-value (>0.006). Dari hasil penelitian dapat disimpulkan bahwa ada hubungan anatara gaya kepemimpinan otoriter, ada hubungan antara gaya kepemimpinan partisipatif, dan ada hubungan antara gaya kepemimpinan laissez faire. Payung Sekaki Health Center is an outpatient health center that is included in the Payung Sekaki District area where there has been a decrease in the number of employees for the last 3 years. The purpose of this study was to determine the relationship between authoritarian leadership style, participatory leadership style and laissez faire leadership style with employee satisfaction at Puskesmas Payung Sekaki, Pekanbaru City. The research used is quantitative research with a sample size of 36 respondents. The results of this study indicate that with the Authoritarian leadership style variable p-value (<0.05), participatory leadership style p-value (<0.05), and Laissez Faire's leadership style p-value (> 0.05). From the research results it can be concluded that there is a relationship between authoritarian leadership styles, there is a relationship between participatory leadership styles, and there is a relationship between laissez-faire leadership styles.
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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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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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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.
Dissertations / Theses on the topic "Laissez-faire leadership"
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Chaves, Cátia Sofia Matos. "O impacto das mudanças organizacionais na liderança." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/19199.
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Mestrado em Gestão e Estratégia IndustrialO propósito deste estudo é entender o conceito de liderança, analisar o estilo de liderança transformacional, liderança transacional, liderança laissez-faire e investigar o impacto das mudanças organizacionais na liderança no atual contexto organizacional. Desta forma, escolhi o método qualitativo para recolha de dados, nomeadamente entrevistas. Foram realizadas três entrevistas a líderes de diferentes contextos (militar, desportivo e empresarial) de forma a cruzar conhecimentos, identificar tendências, perceber quais são os principais desafios da liderança e o papel das mudanças organizacionais no desempenho das suas funções. Constatou-se que existe um grande impacto das mudanças organizacionais na liderança e uma grande preocupação com as mudanças sociais, uma vez que estas exigem novas formas de atuação dos líderes organizacionais. O mundo e as pessoas estão em constantes mudanças, com novas exigências, ambições, competências e compreender e adaptar-se a essas mudanças é a única forma de sobreviver e crescer na atualidade.
The purpose of this study is to understand the concept of leadership, analyze the transformational leadership style, transactional leadership, laissez-faire leadership and investigate the impact of organizational change on leadership in the current organizational context. This way, I chose the qualitative method for data collection, in specific interviews. Three interviews were conducted with leaders from different contexts (military, sports and business) to cross knowledge, identify trends, understand what the main challenges of leadership and the role of organizational change in the performance of their functions. It was found that is a great impact of organizational changes on leadership and a great concern about social changes, as they require new ways of acting from organizational leaders. The world and people are constantly changing, with new demands, ambitions, skills and understanding and adapting to those changes is the only way to survive and grow nowadays.
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Walker, Kristin Marquette. "Perceptions of Leadership: Impact of Leadership Style and Gender on Employee Motivation." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1945.
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Researchers suggest that individuals in Corporate America have stereotypes about the ways in which men and women lead. They also have found that a leader's style and gender can impact employees' job satisfaction, performance, and engagement. However, researchers have provided little empirical evidence about the specific relationship of leadership style and gender on employee motivation. The purpose of this quantitative study was to examine the effects of leadership style, as measured by the Multifactor Leadership Questionnaire (MLQ), and a leader's gender on employee motivation, as measured by the Work Preference Inventory (WPI). Because it was assumed that small organizations would elicit higher participation, individuals employed at organizations with fewer than 100 employees were surveyed. After being asked about the gender and specific characteristics of their leaders, participants were asked about their level of motivation via the WPI. A 2x3 ANOVA was performed to determine the main effects of a leader's gender and leadership style on level of employee motivation. Findings revealed that although gender and leadership style do not significantly impact motivation, laissez-faire leadership style is more likely to positively influence motivation when compared to transformational or transactional leadership style. Though statistically insignificant, these findings contribute to the understanding of the relationship of gender, leadership, and employee motivation, an ongoing topic of concern. Social implications of this study include dispelling some of the gender stereotypes distributed by Corporate America. Essentially, effective leadership is not about which gender leads best, but more about deploying leadership skills that will contribute to employee success.
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Gonçalves, Maria Narcisa da Costa. "Estilos de liderança: um estudo de auto-percepção de enfermeiros gestores." Master's thesis, [s.n.], 2008. http://hdl.handle.net/10284/1063.
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Dissertação de Mestrado apresentada à Universidade Fernando Pessoa como parte dos requisitos para obtenção do grau de Mestre em Ciências Empresariais.Esta dissertação tem como tema os estilos de liderança, tendo sido realizado um estudo que teve como propósito principal identificar e analisar os estilos de liderança percepcionados pelos enfermeiros gestores intermédios em ambiente hospitalar e relacionar/analisar possíveis variáveis, tais como características sócio-demográficas (género, idade), situação profissional (categoria profissional, experiência profissional e experiência na área da gestão) e situação de formação (grau académico e curso de pós licenciatura). A liderança, portanto, foi o conceito mais intensamente estudado. O estudo foi realizado em 5 hospitais do Porto e Vale do Ave. A técnica de recolha de dados que se utilizou foi o questionário de Bass e Avolio (1995) denominado Multifactorial Leadership Questionaire® (MLQ) e um questionário de variáveis sóciodemográficas. Os dados foram tratados estatisticamente, utilizando estatística descritiva e inferencial, este estudo caracteriza-se como quantitativo, descritivo e utilizou-se o método estatístico com testes paramétrico. Dos resultados que se encontraram, verificou-se que a percepção dos cento e vinte cinco (n = 125) enfermeiros gestores intermédios pesquisados, foi uma mistura do estilo de liderança transformacional e transaccional sendo este último menos percepcionado. A alguma distância e com um valor pouco significativo, encontra-se a liderança do estilo laissez-faire. Finalmente sugere-se que este tipo de investigação seja aplicada aos enfermeiros dirigidos para poder comparar os resultados, e também a relacionar com a satisfação no trabalho dos enfermeiros e produtividade do serviço. This thesis is addressing the styles of leadership and was conducted a study that main purpose was to identify the leadership styles of managers perceived by nurses in hospitals and relate / examine possible variables, such as socio-demographic characteristics (gender, age), Occupation (professional, professional experience and expertise in the area of management) and state of training (academic degree and postgraduate course). Leadership, therefore, the concept has been more intensely studied. The study was conducted in 5 hospitals (Porto and Vale do Ave) The technique of gathering data that was used was the questionnaire, Bass and Avolio (1995) called Multifactorial Leadership Questionaire ® (MLQ) and a questionnaire of sociodemographic variables. The data were treated statistically, using descriptive statistics and inferential, this study is known as quantitative, descriptive and used as the statistical method with parametric tests. Among the results which met, it was found that the perception of hundred and twenty five (n = 125) nurses interim managers surveyed, was a mixture of transformational leadership style of transaction and the latter being less perceived. In some distance and with a negligible value, is the leadership style of laissez-faire. Finally it is suggested that this type of research is applied to nurses aimed to compare the results, and also to link with the satisfaction in the work of nurses and productivity of the service. Cette thèse aborde les styles de leadership et il a été procédé à une étude qui a pour principal objectif était d'identifier les styles de leadership des dirigeants est perçue par les infirmières dans les hôpitaux et concernent / examiner les variables, comme les caractéristiques socio-démographiques (sexe, âge), Profession (professionnel, expérience professionnelle et une expertise dans le domaine de la gestion) et l'état de la formation (universitaire et cours post-universitaire). Leadership, donc, le concept a été étudié plus intensément. L'étude a été menée dans 5 hôpitaux (Porto et Vale do Ave). La technique de collecte de données qui a été utilisé est le questionnaire, Bass et Avolio (1995) appelle multifactorielles leadership questionnaire ® (MLQ) et un questionnaire de variables socio-démographiques. Les données ont été traitées statistiquement, en utilisant les statistiques descriptives et inférentielle, cette étude est connue sous le nom de quantitatifs, descriptif et utilisée comme méthode statistique avec des tests paramétriques. Parmi les résultats qui se sont réunis, il a été constaté que la perception de cent vingt cinq (n = 125) des infirmières gestionnaires de l'enquête, a été un mélange de style de leadership transformationnel de la transaction et ces derniers étant moins perçus. Dans une certaine distance et avec une valeur négligeable, est le style de leadership de laissezfaire. Enfin, il est suggéré que ce type de recherche est appliquée aux infirmières visant à comparer les résultats, et également à établir des liens avec la satisfaction au travail des infirmières et de la productivité du service.
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Antonakis, John. "The validity of the transformational, transactional, and laissez-faire leadership model as measured by the Multifactor Leadership Questionnaire (MLQ 5X)." ScholarWorks, 2001. http://scholarworks.waldenu.edu/dilley/8.
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The Multifactor Leadership Questionnaire (MLQ), the most used instrument for gauging Bass and Avolio's full-range leadership model, underwent numerous revisions to answer criticisms about its construct validity. Since researchers found conflicting results regarding the number of factors that best constitute the model, this study examined whether the factor structure of the MLQ (5X) was consistent across a diverse array of samples. The total size of the samples was 6,525, integrated from 18 independent studies. Using confirmatory structural equation modeling techniques, results indicated that the factor structure was best represented by nine single-order factors, as asserted by Bass and Avolio. These results were prevalent when all samples were integrated for the factor structure invariance test, or when individual samples were grouped into homogenous units for strict factorial or factor structure invariance. Thus, the validity of the model was a function of sample conditions explaining why independent researchers who used nonhomogenous samples failed to confirm the nine-factor model. These conditions---interpretable as moderators that bounded the theoretical model---included various environmental and organizational settings, leader gender, and the hierarchical level of the leader. The criterion validity of the MLQ was also tested, but results should be viewed cautiously as the leadership and outcome measures were each collected from the same source. Nonetheless, the regression paths of the MLQ factors were interpretable, and followed theoretical propositions. Transformational and contingent reward leadership was positively related to performance, and passive-avoidant leadership negatively related. Management-by-exception active varied according to sample conditions. These findings imply that a standard set of leadership behaviors is not universally related to effectiveness, and that leaders operationalize their behaviors differently depending on contextual factors. As a consequence, the interfactor relationships of the MLQ, and the relationships of the factors to criterion measures may be a function of the conditions under which the model is examined. Therefore, testing the MLQ's validity---and indeed that of other leadership instruments---should be performed under homogenous sample conditions. Finally, this dissertation suggests that the MLQ should be retained for future research and training. Possible improvements to the theory and measurement model are also discussed.
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Pereira, Adriana Toledo. "A relação entre os estilos de liderança e a perceção da responsabilidade social empresarial." Master's thesis, Instituto Superior de Economia e Gestão, 2018. http://hdl.handle.net/10400.5/16670.
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Mestrado em Gestão de Recursos HumanosNum contexto global caracterizado por fortes traços de competitividade, o estilo de liderança é decisivo na mudança do modelo de negócio numa perspetiva financeira para uma gestão sustentável (Veríssimo et al, 2015). A introdução de objetivos sociais e ambientalmente responsáveis por um líder facilita o desenvolvimento sustentável a longo prazo de uma empresa, equilibrando as demandas dos diversos stakeholders e a sobrevivência da empresa e, consequentemente tem um efeito positivo nos clientes e na sociedade (Fuente et al, 2017). Neste sentido, a presente dissertação tem como objetivo avaliar os estilos de liderança (Transformacional, Transacional e Laissez-Faire) e as práticas de responsabilidade social nas organizações através das perceções dos colaboradores. Esta investigação pretende dar o contributo no aprofundamento dos níveis de conhecimento e associação que os colaboradores portugueses possuem acerca dos estilos de liderança e práticas de responsabilidade social empresarial. De forma a responder a este mesmo objetivo realizou-se um estudo numa consultora portuguesa sediada em Lisboa, através da aplicação de um questionário individual distribuído a 250 trabalhadores, dos quais apenas 54 aceitaram participar (22%). Os resultados permitiram verificar que o estilo de liderança transformacional, transacional e laissez-faire têm uma relação positiva ao nível da perceção da responsabilidade social empresarial. No entanto, a liderança transformacional foi a que obteve o valor médio global mais elevado. Este estudo atende a uma necessidade identificada sobre a escassez de pesquisas relacionadas com os estilos de liderança e atividades da responsabilidade social dentro de uma organização, na perceção dos colaboradores.
In a global context characterized by strong competitive features, leadership style is decisive in shifting the business model from a financial perspective to a sustainable management (Veríssimo et al, 2015). The introduction of socially and environmentally responsible objectives by a leader facilitates the long-term sustainable development of a company, balancing the demands of the various stakeholders and the survival of the company and, consequently, has a positive effect on customers and society (Fuente et al, 2017). The dissertation aims to evaluate leadership styles (Transformational, Transactional and Laissez-Faire) and the social responsibility practices in organizations through the employees' perceptions. This research intends to contribute to the deepening of the levels of knowledge and association that Portuguese employees have about leadership styles and practices of corporate social responsibility. In order to respond to the objective, a study was carried out at a Portuguese consulting firm headquartered in Lisbon, through the application of an individual questionnaire distributed by 250 employees, of which only 54 accepted to participate (22%). The results allowed us to verify that the transformational, transactional and laissez-faire style of leadership has a positive relationship with the perception of corporate social responsibility. However, the transformational leadership was the one that obtained the highest overall average value. This study responds to a identified need for the lack of research related to leadership styles and corporate social responsibility activities in the perception of employees.
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Root, David. "The Chief Justice: Democratic Leadership of the Judicial Decision-Making Process in the Hidden Branch." Thesis, University of Oregon, 2016. http://hdl.handle.net/1794/20429.
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My dissertation examines chief justice leadership of the United States Supreme Court during the judicial decision-making process. With the office steeped in secrecy, I borrow seminal concepts from the leadership literature such as autocratic, laissez-faire, and democratic leadership and adapt them to the office in order to systematically identify dominant patterns of leadership. While chief justices use different styles, the office is chiefly democratic in both structure and operation, which makes the chief justice a “first among equals” and requires him to be just as good of a political negotiator as he is a competent legal judge. This is a unique, but under appreciated, feature of the chief justice when compared to the associate justices.10000-01-01
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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 HumanosDesde 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.
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Edwards, Gareth P. "An investigation of transformational, transactional and laissez-faire leadership at different hierarchical levels in UK manufacturing companies using multiple ratings." Thesis, University of Strathclyde, 2005. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21600.
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This thesis reports an empirical investigation into the use and effectiveness of transformational, transactional and laissez-faire leadership across the whole management hierarchy (five levels) and several different time spans. In addition to effectiveness, measures of extra effort and satisfaction were employed. A 360- degree version of the Multifactor Leadership Questionnaire based on Bass and Avolio's 'Full Range Leadership' model was completed by 432 managers, and multiple responses were obtained for 367 managers from 38 organizations in the UK manufacturing sector. The results of the research suggest a distinct pattern in the use and effectiveness of transformational, transactional and laissez-faire leadership at different hierarchical levels and across different time spans. There is evidence to doubt the generalisability of the Full Range Leadership model and for differences in leadership behaviour across hierarchical levels in organizations. The thesis concludes that hierarchical level and the source of rating (self, peer, superior and subordinate) have strong moderating effects and that time span has a small moderating effect on transformational, transactional and laissez-faire leadership. Organizational size was found to have no moderating effect. The findings also suggest a new model of leadership Incorporating the elements of the Full Range Leadership model, comprising: active constructive leadership (attributed charisma, idealised influence, inspirational motivation, intellectual stimulation, individualised consideration, and contingent reward), active management-by-exception, and passive-avoidant leadership (passive management-by-exception and laissez-faire leadership). Limitations of the research, such as the focus on only one sector (manufacturing) in one country and apparent self-rating bias, are discussed. Nevertheless, this research is believed to provide a more comprehensive model of leadership than previous research relating to the Full Range model by using five hierarchical levels and data from multiple responses, in most cases 360-degree assessment. The implications for leadership and management theory and for leadership development are discussed, and recommendations for further research are made.
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Russell, Joseph. "A Meta-analysis: The Full Range of Leadership Model Impacting Policing Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3631.
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Police leadership has traditionally been dominated by the commander style, yet the more recent generation of police officers reject this style of leadership. Little, however, is known about whether the different leadership styles of the full range of leadership model result in positive outcomes in policing organizations. The purpose of this quantitative meta-analysis study was to examine the relationship between transformational, transactional, and laissez-faire leadership styles and the leadership outcomes in a policing context, such as subordinate satisfaction, perception of leadership effectiveness, and exerting extra effort. Data for this research synthesis derived from primary research studies, which included 9 U.S. and international correlational policing studies that together comprised 1,939 police officers who completed the Multifactor Leadership Questionnaire (MLQ) instrument. The meta-analysis provided effect size estimates on the relationship between transformational, transactional, and laissez-faire leadership styles and perception of leadership effectiveness, extra effort, and subordinate satisfaction. The results of this meta-analysis indicate the transformational style has a stronger positive relationship with perception of leadership effectiveness, extra effort, and subordinate satisfaction, than the other 2 leadership styles. The positive social change implications of this study provide recommendations to police executives to include transformational leadership with contemporary law enforcement practices. The transformational style may result in improvements to police officer motivation, performance, and job satisfaction, thus offering opportunities to improve public safety outcomes.
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Smith, Rachelle. "Advantages and Barriers to Transformational Leadership Implementation in a Scientific Laboratory." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/302.
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Empirical evidence suggests that transformational leadership is positively correlated with job satisfaction, job performance, organizational commitment, and survivability. Although transformational leadership has been implemented in various organizations, little research has examined the issues in implementing transformational leadership concepts within a scientific laboratory. The purpose of this exploratory, qualitative case study was to examine (a) the current leadership style of the president of a scientific laboratory from the scientists', analysts', and technicians' perspective and their preferred leadership style; (b) the president's self-perceived leadership style and perceived subordinate style preference; and (c) the employees' perceptions of advantages and challenges to applying and implementing a transformational style of leadership. The laissez-faire, transactional, and transformational leadership models of Avolio, Bass, Burns, and Kouzes and Posner provided the theoretical basis for the case study. Data were collected from the president and subordinates and responses were coded and classified according to patterns and emerging themes. Results indicated that the president's current leadership style was transactional, whereas the subordinates' preference was transformational. The president's self-assessment of current style and perceived subordinate preference was found to be transformational. Subordinates expressed ideal and effective leadership qualities and shared advantages and barriers to transformational leadership. Leaders in scientific laboratories who apply these findings and implement more effective leadership may impact social change through increased subordinate job satisfaction and performance, thereby enhancing organizational survivability and improving the status quo.
Book chapters on the topic "Laissez-faire leadership"
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Nguyen, Diep, Stephen Teo, Steven Grover, and Nguyen Phong Nguyen. "Laissez-Faire Leadership Behaviors in Public Sector in Vietnam." In The Palgrave Handbook of Leadership in Transforming Asia, 397–415. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-57940-9_22.
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Ahsan, Muhammad Junaid, and Muhammad Hasham Khalid. "Laissez-Faire Leadership." In Leadership Approaches in Global Hospitality and Tourism, 61–72. IGI Global, 2023. http://dx.doi.org/10.4018/978-1-6684-6713-8.ch004.
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Leaders are expected to create significant impacts on their followers. The present study aims to further investigate this corollary by elaborating on the laissez-faire approach in leadership. Generally, leadership in a laissez-faire style is considered destructive. It is assumed that leaders and followers do not remain effective in laissez-faire styled leadership. Followers expect the presence and close involvement of their leader in different situations. And if they do not find their leader's presence, then it is natural that they might think about their leader as incompetent or reluctant. This may later lead them to lose confidence in their leader. In this study, the authors have used social learning theory to elaborate what could be the effects of a laissez-faire approach in leadership on team members' performance. Research has indicated that negative impacts of the laissez-faire approach in leadership are more likely to affect employees who have relatively deeper concepts about mutual relationships.
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Sosik, John J., and Dongil Jung. "Management-by-Exception Passive and Laissez-Faire." In Full Range Leadership Development, 222–48. Routledge, 2018. http://dx.doi.org/10.4324/9781315167206-8.
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"Industrial Policy: Laissez-faire or State Leadership?" In Post-Corona Capitalism, 72–76. Bristol University Press, 2022. http://dx.doi.org/10.51952/9781529219456.ch011.
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Nölke, Andreas. "Industrial Policy: Laissez-faire or State Leadership?" In Post-Corona Capitalism, 72–76. Policy Press, 2022. http://dx.doi.org/10.1332/policypress/9781529219425.003.0011.
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The 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. government policies for the upgrading of industrial structures. While these policies can also have regulatory character, the focus here is on an active role in complementing private investment by state-led allocation of resources. This can be done in different ways, via as state-owned enterprises, public investment banks, or state subsidies to private companies. Industrial policy has seen a revival in many countries even before the coronavirus pandemic. The necessity to rebuild economies after the crisis will strengthen the case for continuing in this direction, with a particular focus for support of digital and climate change technologies, but also for the near-shoring of certain parts of global value chains in order to increase technological sovereignty. The main factor that might work against the tendency for a rejuvenation of industrial policies could be the lack of financial resources in fiscally constrained economies.
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Müller, Ralf, Nathalie Drouin, and Shankar Sankaran. "Introduction." In Balanced Leadership, 1–8. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780190076122.003.0001.
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This chapter introduces the background of the book and the motivation to write it. Moreover it describes the book’s contribution to knowledge as being the first book on leadership approaches solely found in project settings. Then it defines the main concepts and terms used throughout this volume. It starts with a definition of leadership approaches, such as vertical, horizontal, team-based, and balanced leadership approaches, then it introduces the popular leadership styles used within these leadership approaches. This includes transactional, transformational, autocratic, democratic, and laissez-faire, as well shared and distributed leadership styles. The chapter ends with a short overview of the book’s chapters.
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Lubbungu, Jive, Ireen Moonga, Audrey Muyuni, and Daniel K. Chola. "Wellness and Leadership in Higher Education." In Leadership Wellness and Mental Health Concerns in Higher Education, 137–55. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-7693-9.ch007.
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This chapter examines some of the most widely accepted leadership styles deployed in Zambian colleges and their impact on employee well-being outcomes such as employee stress, well-being, productivity, turnover, and absenteeism. The leadership styles assessed include transactional, laissez-faire, autocratic, authoritarian, and transformational leadership. Qualitative comparative design is used to capture and understand the interplay between leadership styles and organisational well-being. The chapter will explain at length the advantages of more relational leadership styles (i.e., transformational leadership) in terms of reduced stress, turnover, and absenteeism in Zambian colleges of education.
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Figueiredo, Paula Cristina Nunes, Sandrina Encarnação Leal, Inês Lopes, A. Ferreira Cascão, and Patricia Gomes. "Transformational and Authentic Leadership in Telework." In Advances in Human Resources Management and Organizational Development, 243–68. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-9840-5.ch013.
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The COVID-19 era has driven virtual work models in the organisational context. Teleworking was the alternative that many organisations found to continue operating. Overnight, many employees started working from home. Leadership practices are essential in times of uncertainty and crisis. This study aims to analyse the perception of teleworking employees regarding the leadership style, specifically the transformational and authentic leaderships. The results show that transformational leadership is predominant in the teleworking context. However, when compared with other studies, teleworking employees perceive less transformational leadership behaviours and more behaviours referring to laissez-faire leadership, as well as the behaviours of transactional leadership. Teleworking employees perceive more behaviours of the authentic leadership style. This study demonstrates the need for leaders to adapt their behaviours to the new working conditions, face-to-face and virtual, to ensure leadership effectiveness.
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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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Burns, Wallace A. "A Typology of Destructive Leadership: PseudoTransformational, Laissez-Faire, and Unethical Causal Factors and Predictors." In Destructive Leadership and Management Hypocrisy, 49–66. Emerald Publishing Limited, 2021. http://dx.doi.org/10.1108/978-1-80043-180-520211004.
Full textConference papers on the topic "Laissez-faire leadership"
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Lišková, Jana, and Denisa Drabová. "The reflection of transformational, pseudotransformational and laissez-faire leadership in employee engagement, trust and innovation (pilot phase – movie method)." In Konference psychologie práce a organizace 2019. Brno: Masaryk University Press, 2019. http://dx.doi.org/10.5817/cz.muni.p210-9488-2019-16.
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