Abstract
Leadership engenders an essential element for organisations to develop business strategies and achieve their goals. This research aims to examine the impact of laissez-faire leadership style on organisational commitment (OCOM) in health care centers in Qatar. The researcher adopted a quantitative approach, using a self-administered questionnaire to collect the primary data. The sample consisted of 218 leaders and supervisors from five healthcare centers in Qatar selected employing non-random sampling. The study indicated a significant positive relationship existed between laissez-faire leadership and OCOM. Moreover, leadership behavior significantly impacted OCOM behaviors. but in different degrees: continuance commitment and normative commitment to a higher extent, and affective commitment less so. Also, the results showed the percentage to which Laissez-Faire leadership style was practiced, in the sample, to be high.
Highlights
Leadership engenders an essential element for organisations to develop business strategies and achieve their goals
This research aims to examine the impact of laissez-faire leadership style on organisational commitment (OCOM) in health care centers in Qatar
This paper focuses on Qatar's public healthcare centres' leadership styles
Summary
Excluding disinterested respondents (n = 3), 335 respondents (99% response rate) remained. Arabic versions of the English scales were created using a translation-back-translation procedure (Schaffer & Riordan, 2003). Responses, based on a a five-point Likert scale, ranged from 1 (strongly disagree) to 5 (strongly agree), unless otherwise specified. In the final sample used for analyses, most participants were male (55.22%), between 31 and 40 years of age (39.40%), worked as nurses (44.78%), and had more than five to ten years work experience (29.85%). The health centres were distributed in three locations (north, centre, and west), with participant representation 20%, 60%, and 20%, respectively.
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