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J Occup Health Psychol. 2007 Jan;12(1):80-92.

The destructiveness of laissez-faire leadership behavior.

Author information

1
University of Bergen, Faculty of Psychology, Bergen, Norway. anders.skogstad@psysp.uib.no

Abstract

The aim of the study is to test the assumption that laissez-faire leadership behavior is not a type of zero-leadership, but a type of destructive leadership behavior that shows systematic relationships with workplace stressors, bullying at work, and psychological distress. A survey of 2,273 Norwegian employees was conducted and analyzed. Laissez-faire leadership was positively correlated with role conflict, role ambiguity, and conflicts with coworkers. Path modeling showed that these stressors mediated the effects of laissez-faire leadership on bullying at work and that the effects of laissez-faire leadership on distress were mediated through the workplace stressors, especially through exposure to bullying. The results support the assumption that laissez-faire leadership behavior is a destructive leadership behavior.

PMID:
17257068
DOI:
10.1037/1076-8998.12.1.80
[Indexed for MEDLINE]

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