The destructiveness of laissez-faire leadership behavior.

By A. Skogstad, Staale Einarsen, Torbjørn Torsheim, Merethe Schanke Aasland, Hilde Hetland. Journal of Occupational Health Psychology, 2007

794 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/91d2ae25307b319cae6682e854d1367087f04841

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In General Health Professions

In Organizational Behavior and Human Resource Management

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Citations in the corpus

The prevention of workplace bullying as a question of human resource management: measures adopted and underlying organizational factors (2008, background): “In addition, this further exacerbates the problem of managers who rely on a laissez-faire leadership style (cf. Skogstad et al., 2007 on the ‘destructiveness’ of laissez-faire leadership behaviour).”
Engaging leadership in the job demands-resources model (2015, positive): “Contrarily, destructive leadership contributes to role problems (Skogstad et al. , 2007) and may therefore foster burnout.”
The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, background): “Thus, support from this type of leader is likely to be insufficient for their followers to perform their daily tasks (Skogstad et al., 2007).”
A double-edged sword: Relationship between full-range leadership behaviors and followers' hair cortisol level (2016, background): “…Leadership Quarterly j ourna l homepage: www.e lsev ie r .com/ locate / leaqua been discussed and tested independently with regard to follower stress (Nielsen & Munir, 2009; Skogstad et al., 2007), we examine their effects simultaneously to unfold each leadership style's unique predictive validity.”
Leadership Styles and Burnout: is there an association? (2010, background): “In addition, the latter are not only at higher risk of burnout but they are also a destructive force for their subordinates who are looking to their leader for inspiration and direction but fail to receive it (Skogstad et al., 2007).”
Workplace bullying, the development of job insecurity and the role of laissez-faire leadership: A two-wave moderated mediation study (2018, background): “, 2007), and the enactment of laissez-faire leadership behaviour may itself yield a signal effect in which bullying is perceived to be acceptable behaviour (Nielsen, 2013; Skogstad et al., 2007).”
Effects of customer incivility on frontline employees and the moderating role of supervisor leadership style (2020, background): “, 2017) and that this largely relates to the supervisor leadership style adopted (Skogstad et al., 2007).”
Cross-lagged relationships between workplace bullying, job satisfaction and engagement: Two longitudinal studies (2009, background): “Moreover, Skogstad, Einarsen, Torsheim, Aasland, and Hetland ( 2007 ) in a cross-sectional study among Norwegians employees found that the effects of laissez-faire leadership on distress were mediated by workplace bullying.”