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

来源：

JOURNAL OF OCCUPATIONAL HEALTH PSYCHOLOGY | 2007年 / 12卷 / 01期

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

页码：80 / 92

页数：13

共 81 条

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