Laissez-faire Leadership Styles Research Articles

Leadership Styles of Head teachers in Relation to Teachers’ Job Satisfaction: A Case Study of the Volta Region – Ghana

Purpose: The present study focuses on exploring the leadership styles of basic school headteachers, and their effects on teachers’ job satisfaction in Ghana’s Volta region. Methodology: Two research questions and one hypothesis guided the study. The study adopted a descriptive research design. The study was conducted in the Volta region of Ghana. The population of the study are 3,009 headteachers and 17,889 teachers in the 18 districts in the Volta Region. The sample size of the study was 191 headteachers and 328 teachers. Multi-stage sampling technique was used to draw the sample size. The Multifactor Leadership Questionnaire (MLQ) and Mohrman-Cooke-Mohrman Job Satisfaction Scale (MCMJSS) was adopted for the study. Findings: It was found that headteachers identified moderate levels of transformational, transactional, and laissez-faire as the leadership styles adopted by headteachers. Also, the majority of the headteachers had a very low level of job satisfaction whereas the majority of the teachers had a very high level of job satisfaction. Among the three leadership styles, transformational (β = .47, p < .001) and laissez-faire leadership styles (β = .19, p = .002) were the only significant predictors of job satisfaction. Both transformational and laissez-faire forms of leadership were positive predictors of job satisfaction. Unique Contributor to Theory, Policy and Practice: The results shows that headteachers identified moderate levels of transformational (M = 7.68, SD = 0.83), transactional (M = 7.51, SD = 1.15), and laissez-faire (M = 6.94, SD = 1.89) as the leadership styles adopted by headteachers. It shows that 128 (71.9%) of the headteachers had a very low level of job satisfaction, while 30 (16.9%) had a very high level of job satisfaction. On the contrary, 153 (52.8%) of the teachers had a very high level of job satisfaction while 21 (7.1%) had a very low level of job satisfaction. The three leadership styles; transformational (β = .47, p < .001) and laissez-faire leadership styles (β = .19, p = .002) were the only significant predictors of job satisfaction. Both transformational and laissez-faire forms of leadership were positive predictors of job satisfaction. Based on the findings of the study, relevant conclusions were drawn.

Effect of Leadership Styles on Gen-Z Work Performance: An Empirical Analysis

The main purpose of this paper is to examine the relationship between leadership styles and Gen-Z workforce performance. A disproportionate stratified random sampling technique was used to select respondents from private secondary schools in Ogun State, Nigeria. Given a sampling frame of 1300 Gen-Z employees, this study adopted Cochran (1977) sample size method to analyse 279 usable questionnaires. The proposed structural model was assessed through established GOF indices. While specified hypotheses were tested using SEM. Findings show that confirmatory factor analysis reduced the measurement model to 20 items. In addition, the structural model showed GOF indices of χ² / df ratio (438.572 / 166) = 2.642, RMSEA (0.053), TLI (0.901), and CFI (0.907). SEM hypotheses testing revealed that transformational leadership styles do not only have positive path estimates, but also established practical and statistically significant relationship with Gen-Z workforce performance. Contrary to previous research, laissez-faire leadership style was found to be positive and significant with Gen-Z performance. Perhaps, due to the autonomy it accorded Gen-Z cohort to handle tasks without interference. This style makes Gen-Z feel respected and empowered. However, transactional leadership style reported a different outcome. Transactional leadership style was found to be positive, but its path estimate was not practical and statistically significant (β = 0.07, p = 0.120) with Gen-Z work performance. Hence two out of three specified hypotheses were accepted. This paper has it contributions. By implication, its outcome addressed some equivocal issues in leadership literature. Theoretically, it extends body of knowledge on empirical linkage between leadership styles and the digital natives (Gen-Z). Also, the paper impliedly suggests to CEOs / HR / management experts on formulating and implementing policies that will motivate, inspire, and retain Gen-Z in their organisations. Practically, the established relationship between laissez-faire leadership style and Gen-Z cohort suggests that Gen-Z can practically come on board with their ideas and work as ally with their leaders towards achieving the overall organizational goals. There are limitations which may have biased the outcome of this study. Hence, potential areas for further studies have been highlighted.

The Role of Leadership Styles in Fostering Organizational Commitment Among Nurses

This study aims to explicitly examine the relationship between leadership styles and nurse organizational commitment, providing specific correlations and regression results to enhance readers’ understanding of the findings. Nurses’ well-being is significantly influenced by the leadership styles they observe, and effective healthcare leadership is crucial for improving healthcare systems’ efficacy. The study population consists of private hospital nurses from Vellore City, Tamil Nadu, India. Questionnaires were disseminated using Google Forms, resulting in 308 responses, of which 283 ( N = 283) were deemed usable. Nurses self-rated their perceptions of their various managers’ leadership styles using the Multifactor Leadership Questionnaire 5x-short, along with the Three-Component Model (TCM) Employee Commitment Survey and a demographic questionnaire. Descriptive statistics, correlation, and regression were examined using SPSS 26.0. The study’s regression analysis found significant links between leadership styles and various types of commitment among nurses. Specifically, the results show that transformational (TRF) and laissez-faire (LF) leadership styles positively impacted affective commitment. TRF had a stronger influence (TRF: β = .938, p < .001; LF: β = .580, p < .001). The findings also indicate that TRF and LF styles positively influenced normative commitment (TRF: β = .803, p < .001; LF: β = .392, p < .001), while transactional (TRA) leadership had a negative effect on normative commitment (TRA: β = −.308, p = .007). These results provide valuable insights for healthcare organizations looking to increase commitment among their nursing staff by fostering specific leadership styles. This study contributes to nursing and organizational behavior by filling a gap in the current knowledge on the relationship between leadership styles and organizational commitment among nurses. Given the specific obstacles and stresses nurses face in their jobs, understanding how different leadership styles affect their commitment can assist healthcare organizations in better supporting their nursing staff. Healthcare organizations can apply these results by implementing targeted leadership development programs to identify and cultivate leaders with transformational and laissez-faire traits. Additionally, organizations can create a work environment that values autonomy and decision-making, fostering commitment among nurses. Future research could explore the long-term effects of implementing leadership development programs based on the identified effective leadership styles. Additionally, examining the broader implications of these findings for the field of nursing and healthcare management would be valuable for advancing the understanding of organizational commitment among nurses.

Impact of Leadership Styles on Job Satisfaction among Teachers in Secondary Schools in Monduli District

The purpose of this study was to explore the impact of leadership styles on job satisfaction among teachers in selected secondary schools in Monduli district. The study hypotheses were that H1 there is no statistically significant correlation between transformational leadership style and job satisfaction among teachers in selected secondary schools in Monduli district, H2 there is no statistically significant correlation between transactional leadership style and job satisfaction among teachers in selected secondary schools in Monduli district and H3 there is no statistically significant correlation between laissez-faire leadership style and job satisfaction among teachers in selected secondary schools in Monduli district. The study employed a descriptive survey design. A sample size of one hundred twenty-nine respondents was randomly chosen from four secondary schools in Monduli namely; Manyara, Lowassa, Engutoto, and Irkisongo district secondary schools. A self-administered questionnaire was used to collect information from respondents. The collected data were analyzed by Statistical Package for Social Scientists (SPSS) using, Independent t-test and Fisher's Analysis of Variance (ANOVA) to determine whether demographic variables varied with students' academic performance. Karl Pearson's Linear Correlation Coefficient was undertaken to determine the relationship between leadership styles and teachers' Job satisfaction. The study results indicated that hypotheses H1 and H3 were supported by the study findings. However, the study findings revealed that H3 was not supported by the study findings. The study concluded that transformational and laissez-faire leadership styles had a direct influence on teachers' job satisfaction. Therefore, school administrators in the Monduli district should use transformational and laissez-faire leadership styles in their day-to-day administration. The study findings led the researcher to recommend that, the school administration should focus on the use of transformational and laissez-faire leadership styles since they had a direct significant influence on teacher's job satisfaction. For future research focus should be on obtaining a larger and more representative sample, conducting the same study in other schools from another district for comparison purposes, and replicating the study using a qualitative approach.

Assessing the Effectiveness of Leadership Styles among Nurses in Tertiary Hospitals of Peshawar

Background: The healthcare sector increasingly recognizes the importance of leadership styles in shaping the work environment, employee satisfaction, and patient care outcomes. Leadership within nursing teams, particularly in tertiary hospitals, plays a crucial role in addressing the challenges of healthcare delivery and staff retention. The diversity in leadership styles—authoritarian, democratic, and laissez-faire—offers various approaches to managing nursing teams and influencing healthcare outcomes. Objective: This study aimed to assess the prevalence of different leadership styles among nurses working in tertiary hospitals in Peshawar and to explore their impact on nursing practice and healthcare delivery. Methods: A cross-sectional study design was employed, involving 240 nurses from Khyber Teaching Hospital and Lady Reading Hospital in Peshawar. Participants were selected using a convenience sampling technique. A structured questionnaire, comprising socio-demographic items and leadership style assessments, was utilized for data collection. Statistical analysis was conducted using SPSS version 25, focusing on frequencies, percentages, means, and standard deviations to evaluate the distribution of leadership styles. Results: The majority of participants reported a high range of authoritarian (44.2%), democratic (44.2%), and laissez-faire (46.3%) leadership styles. The prevalence of very high range was significant for authoritarian (43.3%) and democratic (40%) styles, indicating a strong inclination towards these leadership approaches among nursing staff. The study also highlighted a positive association between democratic leadership styles and job satisfaction among nurses. Conclusion: The findings underscore the diversity of leadership styles among nurses in tertiary hospitals in Peshawar, with a notable preference for authoritarian and democratic approaches. This diversity suggests the need for flexible leadership training programs tailored to the dynamic requirements of healthcare settings. Enhancing leadership skills among nurses is crucial for improving healthcare delivery and achieving better patient care outcomes.

The Effect of Laissez-Faire Leadership Style on Academic Performance of Primary School Pupils in Selected Primary Schools in Kasese District

Education plays a crucial role in the development of society, particularly in the developing world. The purpose of this research is to assess the impact of a laissez-faire leadership style on the academic performance of primary school students in selected schools within Kasese district. The study utilized a cross-sectional survey design, employing both quantitative and qualitative methodologies. Quantitative data was processed by coding and entering it into a computer program called the Statistical Package for Social Sciences (SPSS 22.0). This data was then summarized using frequency tables, allowing for the identification of errors and necessary revisions. Among the respondents, 27 (45%) disagreed with the statement, indicating that teachers appreciate the leadership style that grants them freedom. This lack of accountability can have negative consequences. Conversely, 24 (40%) agreed that head teachers adopt a hands-off approach, empowering teachers to independently solve problems, while 60% disagreed with this statement. Additionally, 17 (28.3%) of head teachers spend the majority of their time outside the school, with their presence on campus being rather casual. This evidence suggests that head teachers do not perceive their presence as significant, failing to recognize its positive impact on academic performance. In Kasese District, the Primary Leaving Examination (PLE) results for 2018 and 2020 revealed a disappointing pass rate of only 47%. Therefore, it is crucial to examine various factors, such as the leadership styles of head teachers, in order to address this issue effectively. Keywords: laissez-faire leadership, academic performance, primaryschool, pupils, social studies.

Teorías de liderazgo y desempeño individual

The objective of this study was to investigate the influence of the laissezfaire, transactional and transformational leadership style on individual performance (task performance and context performance) in a convenience sample composed of leaders and followers from three different companies. The Multifactor Leadership Questionnaire (MLQ) was used and a few questions were added, as well as five performance categories. Three hundred people participated in the research, and the data were processed and analyzed using the PLS approach of the R software. The study showed that transformational leadership influenced the performance of the task and the performance of the context. It should be emphasized that this research contributed to empirical studies, in the themes of Leadership and Performance.

The Effect of Transformational, Transactional, and Laissez-Faire Leadership Styles on Employees' Level of Performance: The Case of Hospital in Oromia Region, Ethiopia.

Poor performance of health service providers has a negative impact on the ability of health systems to produce desired outcomes. Lack of suitable and impactful leadership hinders employee performance in terms of providing a high standard of care. There is a paucity of evidence on the effect of leadership style on employee performance in the current study setting. Hence, this study sought to assess the effect of leadership styles on employee performance in hospitals in the Oromia region, Ethiopia, from August 1 to October, 30, 2021. A cross-sectional study was conducted using a sample of 41 hospitals and 412 employees, selected by stratified sampling from hospitals in the Oromia region. The data were collected using self-administered questionnaires. They were then coded and entered into the Epi-Info-7.2. software, and exported to SPSS-20 for analysis. The participants' characteristics were analyzed and summarized using descriptive statistics. Employee performance was rated as low, average or high, and estimated by proportion along with a 95% confidence interval (CI). The association between leadership styles and the level of employee performance was modelled using ordinal logistic regression. The magnitude of association was estimated by odds ratio with a 95% CI. Statistical significance was set at p < 0.05. Employees had an increased odds of being a high performer when they experienced the following leadership styles: transformational with idealized influence (AOR=1.70; 95% CI: 1.12, 2.64), intellectual stimulation (AOR=1.60; 95% CI: 1.04, 2.48), laissez-faire approach (AOR=2.49; 95% CI: 1.71,3.62), effectiveness in terms of frequently fulfilling employees' job-related needs (AOR=2.09; 95% CI: 1.20,3.63), and the exertion of extra effort in motivating them (AOR=2.11; 95% CI: 1.22, 3.68). Among leadership styles, transformational with idealized influence and intellectual stimulation, laissez-faire approaches were significantly associated with employee performance. However, transactional leadership was not significantly associated with employee performance.

A Comparative Study of Leadership Attributes of Pakistani and Indonesian Principals in Public Schools

Research studies have shown that leadership plays a significant role in improving schools across various educational settings and countries. This study examines the leadership attributes of principals from Pakistan and Indonesia and their correlation with specific leadership styles. A male principal from Pakistan and a female principal from Indonesia working in junior high public schools participated in this qualitative descriptive study. The data were collected using the research instrument, namely ‘Leadership Attributes of My Principal’, which asked questions related to the eight leadership attributes: self-management, time management, influence, comfort, decision-making, commitment, communication, and empathy. Thematic analysis was used to analyze the data collected through interviews with the principals. The study found that self-management, time management, influence, comfort, decision-making, and commitment are important attributes of effective school principal leadership in both countries. The leadership styles under the influence of the leadership attributes employed by the principals in the study varied, with some exhibiting democratic, transformational, laissez-faire, and autocratic leadership styles.&#x0D;

Leadership styles, collaborative integrative behavior and ambidexterity in university research groups

PurposeThe purpose of this study is to understand the influence of the transformational, transactional and laissez-faire leadership styles and collaborative integrative behavior of the team with respect to organizational ambidexterity (the combination of exploration and exploitation learning) in university research groups.Design/methodology/approachFrom a survey conducted with a sample of 506 researchers, members of 165 research groups, working in an emerging economy, a multiple regression model analysis was performed.FindingsFindings of this study provide evidence that the coordinator's transformational leadership and the collaborative integrative behavior of the team positively influence organizational ambidexterity of research groups. Transactional leadership and laissez-faire style do not show any significant influence.Originality/valueThis study addresses the lack of knowledge regarding organizational learning in research groups to explore and exploit knowledge through research result transfer processes based on the organizational ambidexterity logic in higher education institutions (HEIs) from emerging economies. The study aims to contribute to the literature on leadership styles and ambidexterity in HEIs in emerging economies, particularly in Latin America, where there is still a scarcity of research on the attributes of effective leadership.

Effect of Perceived Leadership Style and Emotional Intelligence on Organisational Commitment in Private Universities in Ogun State

Universities in Nigeria are encumbered with serious challenges in the area of the organisational commitment of employees, ineffective leadership and low emotional intelligence, resulting in poor organisational outcomes such as low motivation and high turnover. In this study, investigation was carried out to find out the effect of perceived leadership style and emotional intelligence on organisational commitment of two private universities. Using a convenient sampling technique, 181 respondents participated in the study and two main hypotheses were tested using multiple regression analysis on SPSS version 20. The results indicated that though perceived leadership style has a statistically significant positive effect on organisational commitment, but of the three dimensions of leadership styles examined, only transformational leadership showed significant positive effect on organisational commitment with a p-value of .001 (p = &lt; 0.05) and a beta value of .240. Both transactional leadership and laissez-faire leadership styles showed negative beta values (β =-.163; β = -.128 respectively) indicating a negative effect on organisational commitment. Emotional intelligence was discovered to have significantly positive effect on organisational commitment. Thus, it is recommended that more attention should be given to developing and exhibiting transformational leadership attributes in the private universities and also, emotional intelligence training should be regularly reinforced and given to employees of the educational organisations.

Leadership Styles and Organisational Effectiveness in Selected Public Universities in Uganda

This study assessed the influence of leadership styles on organisational effectiveness of selected public universities in Uganda. Specifically, the study assessed the influence of transformational, transactional and laissez-faire leadership styles on organisational effectiveness. The study used the correlational research design on a sample of 93 respondents that were university managers, namely administrative and academic heads of Busitema and Kyambogo Universities in Uganda. Data was collected using a self-administered questionnaire and analysed using quantitative methods that were descriptive and partial least squares structural equation modelling (PLS-SEM) with the help of SmartPLS. Descriptive results revealed that organisational effectiveness, the use of transactional and laissez-faire leadership styles were moderate while the use of the transformational leadership style was high. SEM results indicated that while the transformational and transactional leadership styles had a significant positive influence on organisational effectiveness, the laissez-faire leadership style had a positive but insignificant influence on organisational effectiveness. It was, therefore, concluded that the transformational leadership and transactional leadership styles are imperative for organisational effectiveness of public universities but the laissez-faire style is not. The study recommended that university leaders should emphasise the use of the transformational and transactional leadership styles to enhance organisational effectiveness. However, university leaders should minimise the use of the laissez-faire leadership style. The significance of this study is that it identifies leadership styles that are necessary for enhancing organisational effectiveness.

Charting The Course; A Systematic Review On Healthcare Leadership Styles And Their Symphony With Employee Satisfaction In Saudi Arabian Health Administration

Background; Effective leadership is essential for the success of healthcare organizations, particularly in Saudi Arabia where the healthcare sector is undergoing rapid transformation. Leadership styles within health administration roles play a significant role in shaping employee satisfaction and organizational outcomes. Understanding prevalent leadership styles and their impact on employee satisfaction is crucial for enhancing the overall performance of healthcare organizations in Saudi Arabia.&#x0D; Purpose; The study aimed to evaluate prevalent healthcare leadership styles and their impact on employee satisfaction in health administration roles in Saudi Arabia's healthcare sector.&#x0D; Method; A cross-sectional descriptive research design was employed, and data were collected from healthcare employees in government hospitals in Taif, Saudi Arabia. A structured questionnaire was used to assess leadership styles and employee satisfaction, and data were analyzed using descriptive statistics, correlation coefficient analysis, independent t-tests, and multiple linear regressions.&#x0D; Results; The study identified three prevalent healthcare leadership styles; Autocratic, Democratic, and Laissez-Faire. Significant positive correlations were found between these leadership styles and employee satisfaction. Autocratic, Democratic, and Laissez-Faire leadership styles were all positively associated with employee satisfaction. Gender differences in leadership styles and job satisfaction were also explored, revealing variations across genders within healthcare administration roles.&#x0D; Conclusion; The study underscores the importance of effective leadership in healthcare administration for promoting employee satisfaction. Healthcare organizations in Saudi Arabia should prioritize leadership development programs tailored to enhance leadership skills and foster positive leadership practices. By understanding and implementing effective leadership strategies, healthcare administrators can create supportive work environments that contribute to overall employee satisfaction and organizational success.

Leadership Styles and Organisational Effectiveness in Selected Public Universities in Uganda

This study assessed the influence of leadership styles on organisational effectiveness of selected public universities in Uganda. Specifically, the study assessed the influence of transformational, transactional and laissez-faire leadership styles on organisational effectiveness. The study used the correlational research design on a sample of 93 respondents that were university managers, namely administrative and academic heads of Busitema and Kyambogo Universities in Uganda. Data was collected using a self-administered questionnaire and analysed using quantitative methods that were descriptive and partial least squares structural equation modelling (PLS-SEM) with the help of SmartPLS. Descriptive results revealed that organisational effectiveness, the use of transactional and laissez-faire leadership styles were moderate while the use of the transformational leadership style was high. SEM results indicated that while the transformational and transactional leadership styles had a significant positive influence on organisational effectiveness, the laissez-faire leadership style had a positive but insignificant influence on organisational effectiveness. It was, therefore, concluded that the transformational leadership and transactional leadership styles are imperative for organisational effectiveness of public universities but the laissez-faire style is not. The study recommended that university leaders should emphasise the use of the transformational and transactional leadership styles to enhance organisational effectiveness. However, university leaders should minimise the use of the laissez-faire leadership style. The significance of this study is that it identifies leadership styles that are necessary for enhancing organisational effectiveness.

Hybrid Leadership and Its Relationship to Inclusion in Healthcare

Leadership is critical in managing healthcare organizations to address financial limitations, availability of skilled workforce, globalization, disruptive innovation, new technology, and hyper-competition. This challenging environment has forced many healthcare organizations to change their bureaucratic organizational structure to a more organic one headed by leaders rather than managers. There are many leadership styles to consider for healthcare leaders. However, this research focuses on nine leadership and hybrid leadership styles to determine significant relationships to inclusion in the workplace. We used the VanSimpco Leadership Survey and Chung et al.’s Work Group Inclusion scale to survey 174 healthcare employees. We found that autocratic, autocratic-transformational, democratic-transactional, and laissez-faire leadership styles impacted workplace inclusion uniqueness. Democratic, autocratic-transformational, and autocratic-transactional leadership styles impacted workplace inclusion belongingness. This research is based on Leader-Member Exchange and Optimal Distinction theories.

Effect of Leadership Styles on Employee Motivation and Job Satisfaction in Multinational Corporations in Vietnam

Purpose: The aim of the study was to assess the effect of leadership styles on employee motivation and job satisfaction in multinational corporations in Vietnam&#x0D; Methodology: The study adopted a desktop methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library&#x0D; Findings: The results showed that transformational leadership was the most preferred and effective style for enhancing employee motivation and job satisfaction, followed by democratic leadership. Autocratic and laissez-faire leadership styles were found to have negative effects on employee outcomes. The study also revealed that cultural differences, organizational climate, and individual factors influenced the perception and preference of leadership styles among employees and managers. The study concluded that MNCs in Vietnam should adopt a flexible and adaptive leadership approach that matches the needs and expectations of their diverse workforce.&#x0D; Unique Contribution to Theory, Practice and Policy: Transformational Leadership Theory, Expectancy Theory and Social Exchange Theory may be used to anchor future studies on the effect of leadership styles on employee motivation and job satisfaction in multinational corporations in Vietnam. Multinational corporations operating in Vietnam should benefit from the research findings to tailor their leadership training programs. Policymakers can make informed decisions about regulations that promote employee well-being, productivity, and retention in multinational corporations.

The Effect of Different Leadership Styles on Job Satisfaction

Leadership styles are a significant factor in achieving job satisfaction and directing it to achieve organizational goals. Every manager should consider employees as the organization's most critical asset to provide welfare and increase job satisfaction. Leadership styles are designed to improve job satisfaction. Data for this study were collected using a questionnaire forum developed for this purpose and distributed across the sample. We obtained a response rate of approximately 252 responses through simple random sampling. The data was entered and analyzed using correlation and regression models with the assistance of SPSS version 25, a statistical program. The findings indicated that all styles (democratic – autocratic – laissez-faire) of leadership styles significantly impact employees' job satisfaction. However, if it is the democratic leadership style that employees prefer and the positive impact on job satisfaction, which is the best one that shows higher job satisfaction? In contrast, autocratic and laissez-faire leadership styles are not accepted and harm the employees, resulting in lower job satisfaction.

Organizational culture and leadership behaviors: is manager's psychological health the missing piece?

In a context where organizations struggle to attract and retain highly qualified workers, organizations need to prioritize the psychological health of employees as a retention factor. To do so, they need to provide a healthy work environment. As an integral part of the employee experience, managers are an important factor in employee retention. In past studies, researchers have focused on the importance of leadership in boosting employees' health without, however, considering factors encouraging such behavior in managers. Recently, some scholars have become interested in managers' health as a resource allowing them to adopt good leadership behavior. Indeed, these studies reveal interesting links between managers' emotional state and their behavior as leaders. Other studies, underscore the importance of considering the organizational context to better understand managers' psychological health that may influence their leadership behaviors. This study proposes to examine the complex process by which organizational culture influences managers' psychological health, which acts as a resource favoring the adoption of good leadership behaviors that are known to be constructive and have positive effects on employee. Path analyses with the CALIS procedure SAS software, version 9.4 were conducted on a sample of 522 managers in three healthcare facilities in the province of Quebec, Canada. The results revealed that group culture is associated with the two indicators of managers' psychological health at work. The results also demonstrated that managers' psychological distress at work is positively related to transactional and laissez-faire leadership styles whereas psychological well-being at work is positively related to transformational and transactional leadership. Concerning indirect associations, there is a significant and positive indirect association between group culture and transformational leadership and there is also a significant and negative association between group culture and laissez-faire leadership. Finally, there is also an indirect association between hierarchical culture and transactional leadership. Our study provides a more in-depth understanding of the relationship between organizational culture and leadership styles. More specifically, our findings highlight the benefits of implementing a group organizational culture to enhance psychological well-being, reduce psychological distress symptoms and promote good leadership behaviors.

LEADERSHIP STYLES AND ACADEMIC PERFORMANCE OF PUPILS IN SELECTED PUBLIC PRIMARY SCHOOLS: A CASE OF SELECTED SCHOOLS IN JINJA, UGANDA

In a bid to address poor academic performance among students in Jinja City primary schools, this study looked into how students' academic performance was affected by school leadership styles within the theoretical framework of the Path-Goal theory of leadership. The goals of the study were to: 1) comprehend how the laissez-faire leadership style affects academic performance; 2) examine the authoritarian leadership style; and 3) ascertain how the democratic leadership style affects students' academic performance. Data collection and analysis were done using a cross-sectional survey design that combined quantitative and qualitative research methods. Using simple random and purposeful sampling techniques, 100 participants were chosen from a target population of 300. Through the use of questionnaires and interview guides, data was gathered. The Statistical Package for Social Sciences (SPSS) was used to analyze the quantitative data, and descriptive analysis was used to find patterns and trends in the qualitative data. The findings revealed that the laissez-faire leadership style significantly affected students' academic performance by 83%. The authoritarian leadership style accounted for 66.7% of the variation in academic performance, while the democratic leadership style contributed 74.1%. The research emphasized the importance of upholding existing school rules, regulations, and goals to enhance students' academic performance. Recommendations include adopting flexible leadership approaches by school heads, emphasizing school rules and regulations, and recognizing the significance of authority in leadership to boost and sustain academic performance. The research also highlighted the value of open communication, guidance, equitable treatment, and equal opportunities for all stakeholders involved in promoting desired academic outcomes in primary schools. The theoretical implication of this study lies in the demonstration that adaption of different leadership styles can be applicable to educational settings to achieve desired goals.Keywords: Leadership Styles; Academic Performance; Path-Goal theory; Educational Outcomes; School Management; Students

Uncover the White and Black Box of Laissez-Faire Leadership for Organizational Sustainability: A Bibliometric Analysis

Modern workplaces are in need of a nuanced understanding of diverse leadership styles to effectively address their unique challenges and opportunities. This implies that the study of laissez-faire leadership holds significant value as it provides a comprehensive insight into leadership styles, practical applications, and impact on individuals, teams, and organizations. Leaders well-versed in the hands-off approach can strategically use the approach to harmonize with the goals and characteristics of team members and organizations. Therefore, this research aimed to provide a systematic and thorough analysis of global trends in leadership, specifically focusing on the laissez-faire leadership style, through a bibliometric approach. The Scopus database was adopted to analyze and categorize all open-access English literature published from 1993 to 2023. VOSviewer software was also used for the graphical mapping of the scientific landscape. Out of 552 documents from the Scopus database related to laissez-faire leadership, 85 were selected for in-depth bibliometric analysis to comprehensively assess the current state and anticipate future trends. The results showed a significant upward trajectory in the literature, indicating that laissez-faire leadership had profound effects on organizations and their members. On one hand, the hands-off approach enhanced job satisfaction, organizational commitment, work engagement, motivation, rewards, and employee well-being. Laissez-faire leadership could also lead to significantly higher levels of emotional exhaustion, job stress, burnout, and workplace bullying. Doi: 10.28991/HEF-2023-04-03-08 Full Text: PDF