The destructiveness of laissez-faire leadership behavior

被引:410
作者
Skogstad, Anders [1 ]
Einarsen, Stale [1 ]
Torsheim, Torbjorn [1 ]
Aasland, Merethe Schanke [1 ]
Hetland, Hilde [1 ]
机构
[1] Univ Bergen, Dept Psychosocial Sci, Fac Psychol, NO-5015 Bergen, Norway
关键词
laissez-faire leadership; role stress; interpersonal conflicts; bullying; psychological distress; TRANSFORMATIONAL LEADERSHIP; SOCIAL SUPPORT; TRANSACTIONAL LEADERSHIP; JOB-SATISFACTION; ROLE-CONFLICT; WORK STRESS; PERFORMANCE; COMMITMENT; BURNOUT; CONSEQUENCES;
D O I
10.1037/1076-8998.12.1.80
中图分类号
R1 [预防医学、卫生学];
学科分类号
1004 ; 120402 ;
摘要
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.
引用
收藏
页码:80 / 92
页数:13
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