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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.
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Skogstad, Anders, Ståle Einarsen, Torbjørn Torsheim, Merethe Schanke Aasland, and Hilde Hetland. "The destructiveness of laissez-faire leadership behavior." Journal of Occupational Health Psychology 12, no. 1 (2007): 80–92. http://dx.doi.org/10.1037/1076-8998.12.1.80.
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Buch, Robert, Øyvind L. Martinsen, and Bård Kuvaas. "The Destructiveness of Laissez-Faire Leadership Behavior." Journal of Leadership & Organizational Studies 22, no. 1 (July 14, 2014): 115–24. http://dx.doi.org/10.1177/1548051813515302.
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Rajbanshi, Bijendra. "IMPACT OF LAISSEZ-FAIRE, TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP." JBFEM 3, no. 2 (November 23, 2020): 55–68. http://dx.doi.org/10.32770/jbfem.vol355-68.
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While the concept of leadership has been extensively explored, there is limited research investigating which leadership style is good for employees to increase their motivation level in the ICT sector. This research explores the impact of Laissez-faire, Transactional and Transformational leadership styles on the motivation of employees in the ICT sector in Nepal in quantitative methods. The survey questionnaire method was chosen for the data collection. Data were collected from 45 employees working in 5 different ICT companies inside the Kathmandu Valley, where they responded about the head of their organization's leadership style and their level of motivation. Convenience sampling was used. This research used multiple linear regression analysis to investigate the impact of Laissez-faire, Transactional and Transformational leadership on employees' motivation level. The result showed that Transformational leadership has a significant impact on the motivation level of employees in ICT sector in Nepal, while the same could not be said in the case of Laissez-faire and Transactional leadership styles.
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Juniar, Erika, Singgih Tiwut Atmojo, and Liza Aswati. "Popular Leadership Style in Local Bureaucracy." JURNAL TERAPAN MANAJEMEN DAN BISNIS 5, no. 1 (March 30, 2019): 27. http://dx.doi.org/10.26737/jtmb.v5i1.908.
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The purpose of this study was to find leadership style popular (autocratic, laissez-faire, paternalistic, charismatic and democratic) on employee work discipline at Dinas Lingkungan Hidup Singkawang City. In this study, using a form of qualitative research. The method of data collection consisted of primary data (observations, and questionnaires). The population of this study was the employes in Dinas Lingkungan Hidup Singkawang City, and the sample is all populations made into samples. This study concluded that together or simultaneously leadership style has an influence on employee work discipline of the Dinas Lingkungan Hidup Singkawang City, with a significance of 0.004 < 0.05. Four of the five independent variables proved influential on work discipline, the variable is autocratic, laissez-faire, charismatic, and democratic. The conclusion of this study was that what was felt by employees of Dinas Lingkungan Hidup Singkawang City that the popular leadership style in their opinion was style autocratic, laissez-faire, charismatic and democratic style.
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Ahmed Iqbal, Zulfiqar, Ghulam Abid, Muhammad Arshad, Fouzia Ashfaq, Muhammad Ahsan Athar, and Qandeel Hassan. "Impact of Authoritative and Laissez-Faire Leadership on Thriving at Work: The Moderating Role of Conscientiousness." European Journal of Investigation in Health, Psychology and Education 11, no. 3 (July 5, 2021): 667–85. http://dx.doi.org/10.3390/ejihpe11030048.
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This study empirically investigates the less discussed catalytic effect of personality in the relationship of leadership style and employee thriving at work. The growth and sustainability of the organization is linked with the association of leadership style and employee thriving at the worplace. The objectives of this study are to explore the impact of authoritative and laissez-faire leadership styles and the moderating role of the personality trait of conscientiousness on thriving in the workplace. A sample of 312 participants was taken from a leading school system with its branches in Lahore and Islamabad, Pakistan. The participants either worked as managers, teachers in headquarters, or school campuses, respectively. The regression results of the study show that authoritative leadership and conscientiousness have a significantly positive impact on thriving at work. Furthermore, conscientiousness moderates the relationship between laissez-faire style of leadership and thriving at work relationship.. The findings of this study have theoretical implications for authoritative and laissez-faire leadership, employee conscientiousness, and managerial applications for the practitioners.
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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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Dastane, Omkar. "IMPACT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: A MODERATING ROLE OF GENDER." Australian Journal of Business and Management Research 5, no. 12 (October 29, 2020): 27–52. http://dx.doi.org/10.52283/nswrca.ajbmr.20200512a03.
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The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.
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Dastane, Omkar. "IMPACT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: A MODERATING ROLE OF GENDER." Australian Journal of Business and Management Research 5, no. 12 (October 29, 2020): 27–52. http://dx.doi.org/10.52283/nswrca.ajbmr.20210512a03.
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The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.
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Trépanier, Sarah-Geneviève, Valérie Boudrias, and Clayton Peterson. "Linking destructive forms of leadership to employee health." Leadership & Organization Development Journal 40, no. 7 (September 9, 2019): 803–14. http://dx.doi.org/10.1108/lodj-04-2019-0168.
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Purpose The purpose of this paper is to investigate the psychological and motivational processes involved in the relationship between two forms of destructive leadership (tyrannical and laissez-faire) and employee health (burnout, affective commitment and job performance). Drawing on self-determination theory, this paper links tyrannical and laissez-faire leadership to employee health through psychological need frustration and poor-quality (controlled) work motivation. Design/methodology/approach A total of 399 Canadian nurses took part in this cross-sectional study. Structural equational modelling analyses were conducted. Findings Results show that tyrannical leadership frustrates nurses’ needs for autonomy, competence and relatedness, whereas laissez-faire leadership frustrates nurses’ need for autonomy only. The frustration of needs for autonomy and competence predicts low-quality (controlled) work motivation, which is consequently associated with impaired health (burnout and lower affective commitment as well as performance). Originality/value This study contributes to the scarce knowledge regarding the distinct outcomes of destructive forms of leadership and uncovers the specific psychological and motivational pathways through which these types of leadership influence employees’ health.
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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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Girei, Adamu Ahmed. "Perceived Effects Of Leadership Styles On Workers’ Performance In Package Water Producing Industry In Adamawa State, Nigeria." International Journal for Innovation Education and Research 3, no. 12 (December 31, 2015): 101–10. http://dx.doi.org/10.31686/ijier.vol3.iss12.491.
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This empirical paper examines the impact of transformational leadership, transactional leadership, laissez faire leadership and servant leadership styles on performance among employees of Package Water producing Industry in Adamawa State, Nigeria. SPSS v.20 Correlation and regression techniques were used to test the study hypotheses. The result provided support for three hypothesized relationships for the study. Specifically, transformational leadership style, transactional leadership style and servant leadership style have positive, strong and significant relationship with performance among the study sample. However, laissez faire leadership style was not found to be significantly related to performance among the employees. Therefore, it is recommended that, package Water enterprises managers/ owners should practice transformational leadership, servant leadership styles and transactional leadership for improved performance in the industry in Adamawa State, Nigeria.
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Shrestha, Milan. "Contribution of Job Nature on Leadership Style among Academia." SEISENSE Journal of Management 2, no. 4 (June 1, 2019): 1–13. http://dx.doi.org/10.33215/sjom.v2i4.156.
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Purpose- Effective leadership practices in schools are only possible while headmaster and teachers adopt suitable leadership styles. The main purpose of this study is to identify the leadership styles as well as determine the association of democratic, autocratic and laissez-faire leadership style with each other among school teachers.
Design/Methodology- This study is based on post-positivist research philosophy and cross-sectional survey as the research design which is confirmatory and explanatory in nature. It gathered the data via self-administer questionnaire from 345 school teachers and analyzed through descriptive statistics and parametric test.
Findings- The researcher derived that school teachers adopted a more democratic leadership style and gave least prefer to the laissez-faire leadership style in schools. Meanwhile, the lacking of equal facility and access to power exercise contributes to making significant differences in leadership styles across the job nature of school teachers. Furthermore, this study assess that there is no relationship between autocratic, democratic and laissez-faire leadership styles. These distinct styles of leadership may develop the differences in work performances of school teachers.
Practical Implications- This research provides the framework for another future researcher to investigate the input of job nature on leadership style among school teachers.
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Donkor, Francis, Zhou Dongmei, and Isaac Sekyere. "The Mediating Effects of Organizational Commitment on Leadership Styles and Employee Performance in SOEs in Ghana: A Structural Equation Modeling Analysis." SAGE Open 11, no. 2 (April 2021): 215824402110088. http://dx.doi.org/10.1177/21582440211008894.
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The primary purpose of this study is to investigate the mediating effects of organizational commitment on leadership styles (transformational, transactional and laissez-faire) and subordinate performance in state-owned enterprises in Ghana. The study adopted the partial least squares structural equation model (PLS-SEM) to test the hypotheses model. The model has been tested with 330 respondents. The data have been validated by the use of measurement modeling to determine internal consistency reliability (CR) and convergent validity (CV) with SmartPLS 3.0. The results indicate that organizational commitment mediates transformational and laissez-faire leadership. It has also been found that transformational and laissez-faire leadership have a statistically positive and significant relationship with job performance at p < .05 while transactional leadership proved insignificant. The implication is that leaders should know any action to improve subordinate commitment and job performance should take into account appropriate leadership behavior. Also, human development training should be instituted to shape the present and future leadership needs of the enterprise. In furtherance to this, the study provides discussions on the findings, limitations and went on to propose directions for future research.
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Imhangbe, OS, RE Okecha, and J. Obozuwa. "Principals’ leadership styles and teachers’ job performance: Evidence from Edo State, Nigeria." Educational Management Administration & Leadership 47, no. 6 (April 11, 2018): 909–24. http://dx.doi.org/10.1177/1741143218764178.
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This study investigated the relationship between principals’ leadership styles and secondary school teachers’ job performance in Edo Central Senatorial District, Nigeria. A correlational design was adopted for the study. Two adapted questionnaires titled “Principals’ Leadership Style Questionnaire” (PLESQUE) and “Teachers’ Job Performance Questionnaire” (TEJOPAQ) were administered to teachers and principals drawn from a population of 397 senior secondary school teachers and 69 principals in the Senatorial District respectively. The Cronbach alphas for the three sub-scales in PLESQUE were .710, .883 and .848 for democratic, autocratic and laissez-faire leadership styles respectively, while the Cronbach alpha for TEJOPAQ was .882 for teachers’ job performance. Percentages, multiple regression and Pearson product-moment correlation were used to test the hypotheses at the .05 level of significance. Results showed that democratic, autocratic and laissez-faire leadership styles jointly contributed about 68.3% variations in the job performance of teachers, while democratic and laissez-faire leadership styles had the most prominent positive influence on teachers’ job performance in the area of study. It was recommended, amongst other things, that the use of a democratic leadership style should be encouraged among the principals of senior secondary schools in the district.
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Dussault, Marc, Daniel Payette, and Mathieu Leroux. "Principals' Transformational Leadership and Teachers' Collective Efficacy." Psychological Reports 102, no. 2 (April 2008): 401–10. http://dx.doi.org/10.2466/pr0.102.2.401-410.
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The study was designed to test the relationship of principals' transformational, transactional, and laissez-faire leadership with teachers' collective efficacy. Bandura's theory of efficacy applied to the group and Bass's transformational leadership theory were used as the theoretical framework. Participants included 487 French Canadian teachers from 40 public high schools. As expected, there were positive and significant correlations between principals' transformational and transactional leadership and teachers' collective efficacy. Also, there was a negative and significant correlation between laissez-faire leadership and teachers' collective efficacy. Moreover, regression analysis showed transformational leadership significantly enhanced the predictive capabilities of transactional leadership on teachers' collective efficacy. These results confirm the importance of leadership to predict collective efficacy and, by doing so, strengthen Bass's theory of leadership.
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Stăvilă Rîlea, Veronica. "Efecte ale stilului de leadership asupra performantei în mediul organizational." Psihologia Resurselor Umane 6, no. 1 (January 21, 2020): 80–93. http://dx.doi.org/10.24837/pru.v6i1.348.
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Bazându-se pe teoria leadershipul-ui transformațional; studiul de față investighează tipul de leadership ca predictor al performanței manifestată prin tipurile de comportamente la locul de muncă a 60 de manageri din mediul organizațional. Pentru evaluarea acestor leaderi au fost implicați în cercetare 138 de participanți subalterni ai acestor manageri. Acestora li s-au aplicat, pentru măsurarea predictorilor, chestionarul de personalitate BFQ si chestionarul heteroevaluator a tipului de leadership MLQ (Multifactor Leadership Questionaire). Pentru măsurarea variabilelor criteriu s-au aplicat următoarele instrumente: IODS ce măsoară comportamentele contraproductive la locul de muncă, Scala CCO care evaluează comportamentul cetățenesc organizațional manifestat la locul de muncă, si MLQ prin intermediul căruia s-a evaluat efortul suplimentar depus de către subordonați, satisfacția cu managerul si eficiența superiorului. Rezultatele obținute în urma acestui studiu, indică faptul că comportamentelele prosociale sunt relaționate pozitiv cu un stil de leadership Transformațional si negativ de stilul de leadership Laissez-Faire. Comportamentele contraproductive sunt asociate pozitiv cu un stil de leadership Laissez-Faire si negativ cu Leadership-ul Transformațional. Conform rezultatelor obținute în studiul de față efectele leadershipului tranzacțional asupra comportamentelor prosociale si deviante manifestate de către subalterni la locul de muncă sunt nesemnificative.
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AlOqlah, Reema Mahmoud Abod. "The effect of leadership styles on improving communication method among academic administrators." Cypriot Journal of Educational Sciences 16, no. 1 (February 25, 2021): 396–410. http://dx.doi.org/10.18844/cjes.v16i1.5539.
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This study aimed at exploring the effect of leadership styles on improving communication methods in Saudi universities from the perspective of faculty members. Four-hundred questionnaires were distributed to faculty members in the Saudi universities, 313 questionnaires were valid for analysis. The results showed that the most common leadership style among academic administrators in Saudi universities is the democratic style, followed by the laissez-faire leadership style, while the autocratic leadership style came in the third and last rank. Also, the results showed that one of the most common methods of communication is non-verbal communication related to symbols, movements, and expressions. in addition, the results revealed a significant effect was found positive of democratic leadership style on a communication method and a negative significant effect was found of autocratic leadership style and laissez-faire leadership style on communication method.
Keywords: Leadership style, Communication method, Faculty Members, Academic Administrators
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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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Madhanga, Chido Samantha, Steven Kayambazinthu Msosa, and Tatenda Chikukwa. "Assessing various leadership styles used at a multinational company specialising in marine services in Sub-Saharan Africa." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 2 (March 22, 2022): 136–43. http://dx.doi.org/10.20525/ijrbs.v11i2.1620.
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This study examined the various leadership styles used at marine services companies in Sub-Saharan Africa. A quantitative structured closed-ended questionnaire was used to gather data from its sample respondent. The target population was 215 employees. However, every second element was selected systematically to produce a sample size of 107. The findings of this study showed that the overwhelming majority of respondents agreed that their managers practice transactional leadership styles. On the other hand, most respondents disagreed that their managers practice laissez-faire and transformational leadership styles. Based on the findings, the company's management should teach and train staff to perform their responsibilities efficiently. Furthermore, the management of the marines services company is advised to be proactive, assist staff, build connections, give resources, and avoid a laissez-faire leadership approach.
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Yahaya, Rusliza, and Fawzy Ebrahim. "Leadership styles and organizational commitment: literature review." Journal of Management Development 35, no. 2 (March 7, 2016): 190–216. http://dx.doi.org/10.1108/jmd-01-2015-0004.
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Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.
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Bergen, C., and Martin Bressler. "LAISSEZ-FAIRE LEADERSHIP: DOING NOTHING AND ITS DESTRUCTIVE EFFECTS." European Journal of Management 14, no. 1 (March 1, 2014): 83–94. http://dx.doi.org/10.18374/ejm-14-1.7.
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Odey, Edward Ogar, and Esther Edward Odey. "Leadership Styles of Social Studies Teachers and Academic Achievement of Junior Secondary School Students in Social Studies in Calabar Metropolis, Cross River State Nigeria." Global Journal of Educational Research 20, no. 2 (December 14, 2021): 97–105. http://dx.doi.org/10.4314/gjedr.v20i2.1.
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This study was carried out to determine leadership styles of Social Studies teachers and academic achievement of junior secondary school students in Social Studies in Calabar Metropolis, Cross River State-Nigeria. Ex-post facto research design was adopted. The simple random sampling technique was used in selecting the six public secondary schools used for the study. A sample of two hundred junior secondary school three students (JSS 3) was drawn from the population and used for the study. Three research questions and hypotheses were formulated to guide the study. Data were collected using two researcher made instruments tagged “Social Studies Teachers Leadership Styles Questionnaire (STLSQ) and Social Studies Achievement Test (SOSAT) The Data Collected was analysed using the Analysis of Variance (ANOVA) and the Fisher Least Square Difference (SLD) was used in the multiple comparism. The findings of the study revealed significant differences in the academic achievement of students based on their teachers’ leadership styles. Students taught by teachers with autocratic and laissez-faire leadership styles had a lower LSD value compared to students taught by teachers with democratic leadership styles. Students taught by teachers with democratic styles performed academically higher than those taught by teachers with either autocratic or laissez-faire leadership styles. Based on this, it was recommended amongst other things that Social Studies teachers imbibe more of democratic rather than autocratic or laissez faire leadership styles in their classroom and that educational administrator should organize workshop and seminars for teachers on proper classroom management.
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Zaech, Simon, and Urs Baldegger. "Leadership in start-ups." International Small Business Journal: Researching Entrepreneurship 35, no. 2 (February 8, 2017): 157–77. http://dx.doi.org/10.1177/0266242616676883.
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This article explores the role of leadership in start-ups and outlines a model of when, why and how leadership behaviour of founder-CEOs influences start-up performance. The model has been tested using a sample of 102 start-ups and their founder-CEOs and includes feedback from 372 employees, rating their leadership behaviour of founder-CEOs. The results indicate that transformational leadership has a significant and positive effect on start-up performance. However, no significant, direct effects on start-up performance were found for transactional leadership or laissez-faire leadership. Furthermore, the size of the start-up has a significant, positive, moderating effect on the relationship between laissez-faire leadership and start-up performance, as well as a significant, positive, moderating effect on the relationship between the transactional leadership dimension, management by exception and start-up performance. Results indicate that for start-ups and their performance, leadership behaviour is as important as their context. Today, leadership is neglected by most entrepreneurs and is not considered a motivation for founding a business. The results show that founders should focus more on leadership behaviour.
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Maulidiyah, Iffrok’atus. "Kiai and Laissez Faire's Leadership in Developing the Pesantren Manarul Qur'an Entrepreneurship Concept." Risalatuna: Journal of Pesantren Studies 1, no. 1 (January 15, 2021): 1. http://dx.doi.org/10.54471/rjps.v1i1.1240.
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Artikel ini hendak melihat perkembangan di pondok pesantren yakni gaya kepemimpinan dan dinamikanya. Pondok Pesantren Manarul Qur’an menjadi barometer baru di Lumajang dengan keunikan yang dimilikinya. Dimana Pondok Pesantren Manarul Qur’an merupakan pondok pesantren baru yang mampu berkembang secara pesat dengan gaya kepemimpinan yang menarik yakni gaya kepemimpinan laissez faire dalam mengembangkan entrepreneurship di pondok pesantren Manarul Qur’an Sukodono Lumajang. Artikel adalah hasil penelitian kualitatif field research. Kesimpulan dari artikel ini menemukan bahwa untuk menjaga eksistensi pesantren, para penerus melakukan perubahan gaya kepemimpinan, dari pola kepemimpinan tunggal menjadi gaya kepemimpinan laissez faire dan berbentuk yayasan modern yang berbasis entrepreneurship. Sehingga eksistensi pesantren dapat tetap terjaga, dan hingga hari ini pesantren mengalami perkembangan yang cukup maju. Artikel ini hendak melihat perkembangan di pondok pesantren yakni gaya kepemimpinan dan dinamikanya. Pondok Pesantren Manarul Qur’an menjadi barometer baru di Lumajang dengan keunikan yang dimilikinya. Dimana Pondok Pesantren Manarul Qur’an merupakan pondok pesantren baru yang mampu berkembang secara pesat dengan gaya kepemimpinan yang menarik yakni gaya kepemimpinan laissez faire dalam mengembangkan entrepreneurship di pondok pesantren Manarul Qur’an Sukodono Lumajang.
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Singh, Aakansha, Harminder Gujral, and Suniti Chandiok. "Leadership styles: The role of emotional intelligence inIndian IT companies." Организационная психология 12, no. 4 (2022): 55–68. http://dx.doi.org/10.17323/2312-5942-2022-12-4-55-68.
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Purpose. The present research aims to study the relationship between emotional intelligence and leadership styles — transformational leadership, transactional leadership, and laissez-faire leadership. Design. The sample was taken from IT professionals of the NCR region of India, and standardized instruments used for data collection include “The assessing emotions scale” and “Multifactor leadership questionnaire”. The collected data was analyzed using SmartPLS 2.0 and SPSS 23. Findings. Findingsrevealed that there exists a relationship between emotional intelligence and leadership. The results indicated that all the three leadership styles: transformational leadership, transactional leadership, and laissez-faire leadership, are affected by emotional intelligence. The most substantial relationshipof emotional intelligence was discovered with transformational leadership and the weakest with transactional leadership. Practical implication. This study suggests that the organizations should recruit managers with high emotional intelligence level to improve performance and provide training to improve the emotional intelligence level of employees. Originality and value of results. There is previous research focusing on a leader’s emotional intelligence and leadership styles on organizational performance. However, the current area of interest is the role of emotional intelligence in leadership styles.
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RIAZ, MUHAMMAD NAVEED, MASUD AKHTAR, and GILNAZ MURTAZA. "Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 313–21. http://dx.doi.org/10.30543/10-1(2021)-27.
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The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.
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AYRANCI, Evren, and Serhat DEMIR. "A Study About the Relationships Between Perceived Leadership and Job Satisfaction in Fuel Sector." Case Studies in Business and Management 5, no. 1 (May 28, 2018): 20. http://dx.doi.org/10.5296/csbm.v5i1.13214.
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Due to their popularity, there are countless studies about job satisfaction and leadership. With this aspect in mind, this study scrutinizes relationships between perceived leadership and job satisfaction in a rather less considered context: fuel sector. The participants of the study are workers of fuel stations, gathered from specific regions of Istanbul. According to results obtained, their job satisfaction depends on four factors; namely task, and social, managerial and institutional aspects. Another result reveals that they perceive their immediate managers as leaders and this perceived leadership is also made of four factors: inspirational, productive and laissez-faire styles, and success orientation. Although perceived leadership is unable to affect job satisfaction completely, there are some partial effects. A look on these partial effects reveals that most items of inspirational and laissez-faire leadership styles are effective on worker’s job satisfaction. While success orientation feature of leadership can affect job satisfaction via one of its items solely, productive leadership style completely fails to affect the mentioned job satisfaction.
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KUMAR, MUKESH, SURUCHI PANDEY, VINITA SINHA, and ANUGAMINI PRIYA SRIVASTAVA. "INFLUENCE OF LEADERSHIP STYLES OF BANKERS IN DECISION MAKING ON LOANS TO START-UP ENTREPRENEURS." Journal of Developmental Entrepreneurship 24, no. 04 (December 2019): 1950025. http://dx.doi.org/10.1142/s1084946719500250.
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Availability of bank financing has been a matter of serious concern for start-up enterprises. Various reasons for non-availability of bank financing by these entities have been studied in the past; however, the role of bankers’ leadership styles has not been explored well. Although leadership in the banking sector is well researched, studies on influence of leadership styles in decisions made by bankers on providing loans to start-up entrepreneurs are non-existent. Therefore, the objective of this study is to find out if three leadership styles — i.e. transformational, transactional and laissez-faire — influence bankers while they make a decision on providing a loan to a start-up entrepreneur. The findings of this paper indicate that, out of three leadership styles, transformational leadership style has a significant influence on decisions made by bankers on loans to start-up entrepreneurs while transactional and laissez-faire leadership styles did not have a significant influence on bankers.
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Mashayekhi, Mohammadreza, Hamid R. Rasouli, and Mohsen A. Farajzadeh. "The effect of leadership style on the productivity of hospital’s staff with moderating effect of job promotion opportunity and job description." Romanian Journal of Military Medicine 125, no. 1 (February 1, 2022): 118–24. http://dx.doi.org/10.55453/rjmm.2022.125.1.16.
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Background: Human resource is the most important criteria of today organizations. In considering a human resource, performance and productivity are very fundamental. One of the most important criteria that affect human resources is leadership style. Aims: This study aimed to assess the effect of leadership style (Autocratic, Democratic, and Laissez-faire) on productivity that in this relationship two phenomena (job promotion opportunity and job description) plays the roles of moderating variable. Methods: The data were collected through the distribution of standard questionnaires among 170 employees of a hospital in Tehran and analyzed with structural equation methods with smart PLS software. The reliability and validity of questionnaires are confirmed through software examination and elites' opinions. For examining the hypothesis, factor loading and path coefficient are considered. Results: Democratic and laissez-faire styles have a significant effect on productivity (with 5.51 and 2.65 loading factor and positive path coefficient), but the autocratic style has a negative effect (due to 5.54 loading factor and -0.35 path coefficient) on productivity. Neither job promotion opportunity nor job description plays the role of moderating variables according to the results of the analyzes. Conclusion: Leadership style has a significant impact on productivity. The autocratic style has a negative effect on productivity, but democratic and laissez-faire have a positive effect. Job promotion opportunities and job descriptions don’t play a moderating role in leadership style and productivity relationships.
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Al-Malki, Mohammed, and Wang Juan. "Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance." INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 4, no. 1 (2018): 29–43. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.41.2003.
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The paper explores the ways to achieve superior job performance and cooperation among employees. The conceptual review suggests that leadership styles have an influence on role conflict and role ambiguity, which in turn impact job performance and cooperation. A questionnaire survey was prepared and conducted on the sample of Saudi Arabia companies’ employees. The data was analysed using SPSS. The quantitative analysis consisted of descriptive statistics calculation, assumption testing, correlation analysis and regression analysis. The findings of the research suggest that role conflict and role ambiguity have a negative influence on increasing job performance. Another finding of the paper shows that increasing job performance positively impacts on job cooperation. Laissez-faire leadership impact on role ambiguity and role conflict is not significant. The findings of the research can be useful for the managers and leaders in terms of explaining the nature of role stressors and how they should be dealt with to increase the productivity of employees. The research paper builds on the theory of leadership and contributes to the leadership-performance body of work.
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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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CİNNİOĞLU, Hasan, and H. Yağmur TURAN. "LEADERSHIP STYLE AND ITS RELATIONSHIP WITH EMPLOYEE’S ORGANIZATIONAL IDENTIFICATION: EVIDENCE FROM THE HOTEL BUSINESSES in TURKEY." Business & Management Studies: An International Journal 8, no. 4 (December 10, 2020): 875–901. http://dx.doi.org/10.15295/bmij.v8i4.1603.
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This study aims to identify the relationships between democratic, autocratic, and laissez-faire leadership behaviours perceived by the five-star hotel employees for their managers and their organizational identification levels. In this context, data were obtained by using questionnaires from 464 employees working in five-star hotels operating in Antalya, Turkey. A simple random sampling method was used in the selection of individuals. Structural equation modelling (SEM) was used to test the research hypotheses. As a result of the analysis, it was found that the managers working in tourism enterprises show democratic leadership behaviour most, and the level of organizational identification of the employees is medium. Besides, it was concluded that the democratic leadership behaviour that employees perceive for their managers positively affects the level of organizational identification, while that of autocratic and laissez-faire leadership negatively. The theoretical and managerial implications of these findings are discussed.
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SHUJAAT, JAWWAD MUHAMMAD, MUHAMMAD NAVEED RIAZ, and HUMAIRA YASMIN. "Impact of Decision-Making Styles on Leadership Styles in Business Managers." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 208–15. http://dx.doi.org/10.30543/10-1(2021)-17.
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The present study was sought to examine the role of rational, intuitive, dependent, avoidant, and spontaneous decision styles in the prediction of transformational, transactional, and laissez faire leadership styles. Research questionnaire were Urdu-translated versions of General Decision styles Questionnaire (Scott & Bruce, 1995) and Multifactor Leadership Questionnaire (Bass & Avolio, 2000). The sample of the current study consisted of 300 business managers from different regions of Pakistan. Purposive sampling was employed to collect the data. Multiple Regression analysis and Stepwise Regression analysis demonstrated impact of decision styles on leadership styles. Rational and intuitive decision style displayed positive effect and avoidant decision style displayed negative effect on transformational leadership style. Rational, intuitive, and dependent positively predicted transactional leadership style. Avoidant decision style displayed positive effect whereas rational and spontaneous decision style showed negative effect on laissez faire leadership style. The study shed light on the fact that the decisions of the leaders can be used as determining factors to assess their leadership in the business organizations. Keywords: Decision Making Styles, Leadership Styles, Business Managers.
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Mohammad, Al Montaser, Masha Menhat, Izyan Munirah Mohd Zaideen, Mohd Saiful Izwaan Saadon, and Alhareth Abu Hussein. "Leadership Styles on Employee Performance Among Supervisors of Petroleum Retailing Sector in Jordan: Employee Engagement as a Mediator." International Journal of Sustainable Development and Planning 17, no. 4 (July 27, 2022): 1329–39. http://dx.doi.org/10.18280/ijsdp.170430.
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The purpose of this article aims to examine perceptions of employee engagement (EE) among petroleum retailing sector supervisors as a possible mediator between leadership styles (transformational, transactional, and laissez-faire) and employees’ performance (EP). We proposed a mediation model and postulated that leadership styles (LS) could increase perceptions of EE, which theoretically correspond to the three styles of leadership: transformational leadership (TSFL), transactional leadership (TSCL), and laissez-faire (LF). Subsequently, EE is linked to leadership styles and EP in keeping the extant body of social exchange theory (SET) research. In this study, a model developed based on survey research is used. Data was collected from 425 supervisors in the petroleum retailing sector in Jordan. The partial least squares (Smart-PLS) analysis is used to run the measurement and structural models. The findings show that leadership styles (transformational and transactional) are significantly and positively related to EP. In addition to the non-significantly relationship between LF leadership and EP. On the other hand, EE is not mediate the relationship between TSCL and EP.
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Jabeen, Afshan, Salahuddin Khan, and Syed Zia-u Islam. "Impact of Leadership Styles Upon Professional Commitment." Global Regional Review IV, no. III (September 30, 2019): 325–36. http://dx.doi.org/10.31703/10.31703/grr.2019(iv-iii).37.
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The current study aimed to assess the effect of different leadership styles (Transformational, Transactional and Laissez-faire styles) upon the professional commitment. The study population encompassed the lecturers in Physical Education of all the public colleges in the province Punjab, Pakistan. Due to accessible population, no sampling techniques were preferred in this research study. The total number of lecturers (PE) was 576, in which 210 were male and 366 were female. Selfdeveloped scales were designed and used for data collection. The total 76% return rate of responses was recorded. Inferential and descriptive statistics were used to examine the collected information. On the basis of the findings, it was concluded that there is a positive effect of transactional style of head of institutions leadership upon professional commitment of lecturers (PE). Whereas, Laissez-faire style of leadership has a negative effect upon the professional commitment of lecturers in physical education. It was recommended that seminars and workshops may be arranged for leadership styles.
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Jabeen, Afshan, Salahuddin Khan, and Syed Zia-u Islam. "Impact of Leadership Styles Upon Professional Commitment." Global Regional Review IV, no. III (September 30, 2019): 325–36. http://dx.doi.org/10.31703/grr.2019(iv-iii).37.
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The current study aimed to assess the effect of different leadership styles (Transformational, Transactional and Laissez-faire styles) upon the professional commitment. The study population encompassed the lecturers in Physical Education of all the public colleges in the province Punjab, Pakistan. Due to accessible population, no sampling techniques were preferred in this research study. The total number of lecturers (PE) was 576, in which 210 were male and 366 were female. Selfdeveloped scales were designed and used for data collection. The total 76% return rate of responses was recorded. Inferential and descriptive statistics were used to examine the collected information. On the basis of the findings, it was concluded that there is a positive effect of transactional style of head of institutions leadership upon professional commitment of lecturers (PE). Whereas, Laissez-faire style of leadership has a negative effect upon the professional commitment of lecturers in physical education. It was recommended that seminars and workshops may be arranged for leadership styles.
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Fatima Saddique and Dr. Bushra Inayat Raja. "A Study of Leadership Styles of Female Elementary School Principals in Rawalpindi Pakistan." sjesr 6, no. 1 (February 2, 2023): 1–8. http://dx.doi.org/10.36902/sjesr-vol6-iss1-2023(1-8).
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The research investigated the leadership styles of the female school principals. The population was 32 elementary school principals in total in Rawalpindi city of Pakistan. The quantitative research design was utilized by the researchers. For the data collection, a five-point Likert scale questionnaire was used. It was Leadership styles questionnaire 5X rater developed by Northouse in 2008. It was used to measure the Democratic Leadership Style, Authoritarian Leadership Style, and Lassies faire leadership Style. Descriptive and statistical methods were used to analyse the data. The results showed that among the total of 22 school principals, 16 were practicing democratic leadership style, 4 school principal were practicing authoritarian leadership style, 1 female principal was practicing both democratic and authoritarian leadership style and further, 1 school principal was practicing laissez-fare leadership style. Moreover, the results showed that the leadership style that is emerging as the most popular leadership style among the female school principals as compared to the authoritarian and laissez faire leadership styles at elementary school level was democratic leadership styles. It was also confirmed that the female school principals were democratic leaders.
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Miloloža, Ivan. "Impact of Leadership Style to Financial Performance of Enterprises." Business Systems Research Journal 9, no. 1 (March 1, 2018): 93–106. http://dx.doi.org/10.2478/bsrj-2018-0008.
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Abstract Background: Measurement of financial performance of enterprises is an important part of balanced scorecard system. Previous research has indicated a relationship between leadership and financial performance of enterprises. Objectives: Purpose of the paper is to investigate the impact of leadership styles in Croatian enterprises to their financial performance. Methods/Approach: Survey research has been conducted on the sample of Croatian companies, measuring their financial performance and presence of leadership styles. Results: Overall, democratic style is the most often present in Croatian enterprises, followed by the authoritarian and laissez-faire styles. Conclusions: Small enterprises are more successful financially in the presence of the democratic style. Enterprises in the stagnation phase are more successful if all leadership styles are mixed together in practice, indicating the need to push the employees with all possible styles. Enterprises oriented towards international markets are more successful financially in the presence of the democratic style and the laissez-faire style.
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Ridwan, Ridwan, Sudjarwo Sudjarwo, Sulpakar Sulpakar, Hasan Hariri, Rias Tusianah, Usastiawaty C. A. S. Isnainy, M. Arifki Zainaro, Herdian Herdian, and Bujang Rahman. "The Effects of Transformational, Transactional, and Laissez-Faire Leadership on Principal’s Self-Efficacy." WSEAS TRANSACTIONS ON ADVANCES in ENGINEERING EDUCATION 19 (March 26, 2022): 35–51. http://dx.doi.org/10.37394/232010.2022.19.5.
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Many people fail to reach the pinnacle of their careers because they experience a crisis of self-efficacy. Self-efficacy plays an important role in the success of a job mission. However, self-efficacy is a variable that has been influenced and other times it can influence other variables. This study aims to analyze how transformational, transactional, and laissez-faire leadership interact with self-efficacy. This research is a survey and data obtained from respondents as many as 140 high school teachers in the form of self-reports, and the data is collected using SEM Amos Version 22. The results of Amos processing show that Transformational and laissez-faire leadership styles negatively affect self-efficacy. Only transactional leadership style positively affects self-efficacy. The research concludes that only transactional leadership has a positive effect on self-efficacy because followers (teachers) have different backgrounds and motivations and the majority of followers (teachers) have not yet reached the level of self-actualization.
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López-Cabarcos, María Ángeles, Analía López-Carballeira, and Carlos Ferro-Soto. "How to Prevent Hostile Behaviors and Emotional Exhaustion among Law Enforcement Professionals: The Negative Spiral of Role Conflict." International Journal of Environmental Research and Public Health 20, no. 1 (January 3, 2023): 863. http://dx.doi.org/10.3390/ijerph20010863.
Full textAbstract:
The nature and characteristics of the current work environment of law enforcement professionals point out role-conflict situations as one of the main reasons leading to the occurrence of hostile behaviors and the worsening of employees’ well-being. Precisely, this research analyzes the mediating role of role conflict between laissez-faire leadership and hostility or police professionals’ emotional exhaustion. To mitigate the negative effects of role-conflict situations, the moderating role of certain personal resources such as self-efficacy, and organizational variables such as interactional justice, the meaning of the work and family–work enrichment is also analyzed. Structural equation modeling and multigroup analysis are used in a sample of 180 police professionals. The results show that role conflict fully and positively mediates the relationships between laissez-faire leadership and hostile behaviors or emotional exhaustion. Moreover, self-efficacy and interactional justice moderates the relationship between laissez-faire leadership and role conflict; the meaning of the work moderates the relationships between role conflict and hostile behaviors, and family–work enrichment moderates the relationship between role conflict and employees’ emotional exhaustion. The huge relevance of the work of law enforcement professionals and its implications for society justify this research, which aims to highlight the importance of avoiding role-conflict situations to improve labor welfare and prevent counterproductive and unhealthy behaviors.