Laissez-Faire Leadership

Laissez-Faire Leadership

A management style in which the manager provides little or no oversight to employees. The manager may be available to answer questions, but, in general, lets the employees perform their work. Laissez-faire leadership works best with employees who are highly competent and/or experienced.
References in periodicals archive ?
The model's current form represents nine single-order factors comprising five transformational leadership factors, three transactional leadership factors, and one for nontransactional laissez-faire leadership.
Judge and Piccolo (2004) found during analyses of cross field studies that transformational leadership had significantly more positive relationships with satisfaction and team performance than either transactional or laissez-faire leadership.
5]: There is significant relationship between Laissez-Faire leadership style and knowledge management actions in Export Guarantee Fund of Iran
Yokel [34] defines Laissez-Faire leadership as lack of effective leadership [3].
The research investigated transformational, transactional, and laissez-faire leadership styles to determine if there is a relationship with profitability and organizational success.
Is there a relationship between transformational, transactional, and laissez-faire leadership styles and profitability and success of small construction businesses?
Results revealed that transformational and laissez-faire leadership styles of employees differ significantly on job experience, career stage, and hierarchy.
Laissez-faire leadership is the avoidance or absence of leadership and is the most inactive as well as most ineffective among all other styles of leadership (Bass, 1998).
Burns and Bass have identified a model that focuses on three key types of leadership: Transformational Leadership, Transactional Leadership, and Laissez-Faire Leadership (Burns, 1987; Bass, 1985).
Passive/Avoidant or Laissez-Faire Leadership delays decisions, is not accountable or responsible to others in achieving goals, and takes a "hands-off approach to management (Bass, 1985; Avolio & Bass, 2004).
The theoretical leadership framework for this study is based on Avolio and Bass's (2004) full range of leadership model that examines leadership styles from the passive, avoidant leadership style represented by laissez-faire leadership to the fully engaged, transformational leadership style.
This model (Avolio and Bass, 2004) includes transformational, transactional, and laissez-faire leadership styles and represents the independent variables in this study to cover a full range of styles.