Passive leadership styles and perceived procrastination in leaders: a PLS-SEM approach

Abstract

This study explores the role of Management By Exception Passive (MBEP) and Laissez-Faire (LF) styles of leadership in the prediction of perceived procrastination in leaders. Further, it purports to examine the interaction effect MBEP*LF in the relationship between MBEP and perceived procrastination. Data were gathered using standardised questionnaires. The sample comprises of 268 middle-level textile managers, working in 14 Mega Industrial Textile Projects in Punjab (India). The results exhibit a significant positive effect of MBEP and LF style of leadership on perceived procrastination. However, MBEP*LF (interaction) does not moderate and predict perceived procrastination. The study has investigated theoretically driven hypotheses. The findings of the study have implications for the employers to make the appropriate decisions in the selection process so it reduces the chance of procrastination among leaders. As, per best of our knowledge, this is the first study to explore the association of styles of leadership (MBEP and LF) with perceived procrastination in leaders. MBEP and LF have a predictive relevance for perceived procrastination in a leader. Further, MBEP*LF was not significant in the present study. These findings are important and require researchers to consider leadership styles in subsequent researches on procrastination behaviour.