Positive effects of laissez-faire leadership: conceptual exploration

Yang, Inju

doi:10.1108/jmd-02-2015-0016

Cited by 100 publications

(96 citation statements)

References 82 publications

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“…Some research studies claim that laissez-faire leadership in the organization may lead to negative consequences and stress in employees. According to Yang et al (2015) …”

Section: Passive Laissez-faire Leadershipmentioning

confidence: 99%

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Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance

Almalki

Wang

2018

IJIED

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Abstract: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 o n increasing job performance. Another finding of the paper shows that increasing job performance positively impacts on job cooperation. Laissezfaire 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 leadershipperformance body of work.

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“…Some research studies claim that laissez-faire leadership in the organization may lead to negative consequences and stress in employees. According to Yang et al (2015) …”

Section: Passive Laissez-faire Leadershipmentioning

confidence: 99%

“…When there is a low rate of role ambiguity, employees feel more willing to work together and cooperate (Schyns , 2012). The findings of the several studies including Van et al (1981) and Yang et al (2015) found out that cooperation among employees is important for the achievement of organizational goals.…”

Section: Figurementioning

confidence: 99%

Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance

Almalki

Wang

2018

IJIED

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“…Consequently, they leave heavy responsibility to their subordinates, fail to set clear goals, and avoid making decisions [48][49][50][51]. While the number of prior studies on the effect of LF is largely limited when compared with studies on TXL and TFL, the dominant view of prior research on LF has considered LF detrimental to organizational functionality [52]. For instance, Judge and Piccolo [51] found that LF was negatively associated with leader effectiveness and satisfaction with the leader, and Skogstad et al [53] reported that LF was positively associated with subordinates' role conflict, role ambiguity, conflicts with coworkers, exposure to bullying at work, and psychological distress in Norway.…”

Section: Frontline Managers' Leadership Style As a Boundary Conditionmentioning

confidence: 99%

“…On the other hand, however, there are a few recent studies that began to focus on the positive side of LF. Yang [52] proposed that LF could be a strategic choice of a leader and that LF may reduce subordinates' dependency and promote subordinates' self-determination and autonomous motivation. She argued that LF is similar to empowering leadership in that non-involvement of LF can be seen as deference to subordinates' abilities and elimination of bureaucratic constraints.…”

Section: Frontline Managers' Leadership Style As a Boundary Conditionmentioning

confidence: 99%

Implementing Sustainable Human Resources Practices: Leadership Style Matters

Yang

Lew

2020

Sustainability

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Findings of a positive relationship between high-performance work systems (HPWSs) and organizational performance indicate that an investment in a set of well-configured HR practices can promote strategic organizational goals. However, recent strategic human resource management (SHRM) research indicates that the positive link between HPWSs and performance might not hold universally across organizations because of poor implementation of the adopted HR systems. Drawing on leadership literature, we address this implementation problem by focusing on the moderating effect of frontline managers' three leadership styles on the association between HPWSs and employees' perceived support for innovation. Data collected in mainland China (429 employees on 66 work teams in 14 firms) showed that some leadership styles had significant moderating effects on that association and, subsequently, on team effectiveness. The findings contribute to the SHRM literature by demonstrating the importance of frontline managers' leadership styles in the effective implementation of HPWSs to promote organizational innovation and team effectiveness.

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“…Research in the field of leadership relates the cases of laissez-faire leadership with negative organizational outcomes including employee demotivation and stress. This type of leadership is also considered as the passive type of leadership which is characterized as non-strategic and complete opposite of transformational and transactional leadership (Yang, 2015). The decreasing job performance of the employees and higher level of job dissatisfaction is mainly related with low involvement of the current type of leaders with daily operations of the organization (House, 1972).…”

Section: Leadership Styles and Their Effects 21 Passive Laissez-fairmentioning

confidence: 99%

Towards Optimal Cooperation and Job Performance: The Impact of Leadership on Role Ambiguity and Role Conflict

Almalki

2014

IJMSBA

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The paper explores the ways to achieve superior job performance and cooperation among employees. The conceptual study suggests that leadership styles have influence on role conflict and role ambiguity, which in turn impact job performance and cooperation. The research paper builds on the theory of leadership and contributes to the leadership-performance body of work. The importance of role stressors which include role ambiguity and role stressors is considered to be critical since understanding these role stressors enables policymakers and leaders to take necessary measures which can be used to increase the job performance and cooperation among employees. The current research proposes the conceptual framework which can be used to analyse the influence of different types of leaders in response to role stressors, such as role conflict and role ambiguity which are directly related to job performance and cooperation.

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Positive effects of laissez-faire leadership: conceptual exploration

Cited by 100 publications

References 82 publications

Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance

Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance

Implementing Sustainable Human Resources Practices: Leadership Style Matters

Towards Optimal Cooperation and Job Performance: The Impact of Leadership on Role Ambiguity and Role Conflict

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