Laissez-faire Research Articles

A cross-level examination of team-directed empowering leadership and subordinates' innovative performance: an AMO theory perspective

PurposeIn the field of innovation, individual innovative performance also has an important impact on team and organizational innovative performance, thus it is necessary to identify factors that increase individual innovative performance. One key to unlock individual innovative performance is empowering leadership. Drawing on the Ability-Motivation-Opportunity (AMO) theoretical framework, this study investigates the cross-level influence of team-directed empowering leadership on subordinates' innovative performance and verifies the mediating role of creative self-efficacy (A), intrinsic motivation (M), team knowledge sharing (O) and the moderating effect of feedback seeking climate.Design/methodology/approachWith a sample of 102 teams and 722 employees, this study uses Mplus7.4 software to carry out cross-level model analysis based on MSEM multilevel mediation test methodology.FindingsThe results from cross-level analysis indicate that: (1) Team-directed empowering leadership has a significant positive impact on subordinates' innovative performance. (2) Team-directed empowering leadership enhances subordinates' innovative performance through the improvement of creative self-efficacy, intrinsic motivation and team knowledge sharing. (3) Based on the feedback perspective, feedback seeking climate moderates the relationship between team-directed empowering leadership and creative self-efficacy, intrinsic motivation and team knowledge sharing.Originality/valueThis study introduced the AMO theory into the research on cross-level mediating mechanism between team-directed empowering leadership and subordinates' innovative performance, which broadens the theoretical research perspective. Considering the difference between empowering leadership and laissez-faire leadership and the guiding role of feedback, this study selects feedback seeking climate as a moderator in view of feedback, which riches the contingency factors on the cross-level effect of team-directed empowering leadership.

Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

Effect of teaching leadership styles on the prevention of adolescence pregnancy: a case study conducted at Universidad César Vallejo, Peru

Background:In this study we aimed to determine the effect of university teaching and leadership styles at Universidad César Vallejo on the prevention of adolescence pregnancy.Methods: We performed a non-experimental, quantitative, cross-sectional study, with a correlational descriptive design using a survey. Participants were students in classes enrolled in the starting two semesters at Universidad César Vallejo, Peru. The questionnaire comprised three sections: (I) General demographic data, (II) Teacher leadership styles, and (III) Pregnancy prevention teachings.Results:According to the students (n=793), teaching leadership styles are of three types:Laissezfaire, transactional, and transformational. Types of pregnancy prevention from the students’ standpoint are the following: "high" level of "primary prevention" (44.4%), "medium" level of "tertiary prevention" (36.6%), and "high" level of "secondary prevention" (36.2%). Chi-Square test revealed that the three styles of leadership significantly affect the prevention of pregnancy: transformational (X2= 136.390), transactional (X2= 95.539), andLaissez Faire(X2= 80.557) (p <0.05). Overall, there is a significant impact of university teaching leadership on pregnancy prevention among higher education students (X2= 110,634, p = 0.0000), with a significance level of 5%.Conclusions:It can be concluded that for college students, teaching leadership style significantly affects the prevention of adolescent pregnancy.

The social cost of contacts: Theory and evidence for the first wave of the COVID-19 pandemic in Germany.

Building on the epidemiological SIR model, we present an economic model with heterogeneous individuals deriving utility from social contacts creating infection risks. Focusing on social distancing of individuals susceptible to an infection we theoretically characterize the gap between private and social cost of contacts. Our main contribution is to quantify this gap by calibrating the model with unique survey data from Germany on social distancing and impure altruism from the beginning of the COVID-19 pandemic. The optimal policy is to drastically reduce contacts at the beginning to almost eradicate the epidemic and keep them at levels that contain the pandemic at a low prevalence level. We find that also in laissez faire, private protection efforts by forward-looking, risk averse individuals would have stabilized the epidemic, but at a much higher prevalence of infection than optimal. Altruistic motives increase individual protection efforts, but a substantial gap to the social optimum remains.

Welfare rationales for conditionality of cash transfers

We study efficiency and distributional effects of conditioning transfers on educational investments by parents, in an OLG model with missing financial markets and heterogeneity of learning ability. Conditional cash transfers (CCT) can be designed to generate a Pareto improvement relative to either laissez faire, or unconditional transfers such as universal basic income proposals. This applies irrespective of whether the status quo involves underinvestment or overinvestment in education from a first-best perspective, or the nature and extent of parental altruism towards children. The CCT corrects a market failure of insurance and lack of consumption smoothing for parents with respect to random realizations of ability of their offspring.

Differentiation and Political De-Differentiation in the Periphery of the Modern Society

This work wants to analyze, from the theoretical-conceptual architectural frame of the General Theory of Social Systems (TGSS), and problematize the relationships and the logical articulations between the system of politics, economics and law to observe what have been the hetero-descriptions of the democratic state in the periphery of modern society (1).The processes of functional differentiation characterizing the institutionalization of structures and expectations –normative, cognitive– in the evolutionary becoming of the State-nation, in Latin America, stabilized the logic of the patrimonial political centralism, so that the history of innumerable legal-political and economic reforms have been used rather to perpetuate the status quo than to change something (2). It's interesting to observe, for this reason, the developing of many forms of coordination and social development to achieve the desired modernity in the continent, from the presidential caudillism, Cepalian developmentalism (1950), military praetorianism (1970), till the forms of economical laissez faire (1990). These models have basically revolved around the valorization of the clientelistic political regime as a central space for the construction of democracy and the market (3). In this context, cognitive and normative expectations (law) have not managed to generate lasting political accommodations that facilitate sociopolitical evolution, where corporations, families and clientelistic caudillism continue to prevail, except the institutionalized expectations (4). The question then is not how ‘democracy should be’, but how is this possible in this periphery of modernity.

Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations

The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.

Impact of Decision-Making Styles on Leadership Styles in Business Managers

The present study was sought to examine the role of rational, intuitive, dependent, avoidant, and spontaneous decision styles in the prediction of transformational, transactional, and laissez faire leadership styles. Research questionnaire were Urdu-translated versions of General Decision styles Questionnaire (Scott & Bruce, 1995) and Multifactor Leadership Questionnaire (Bass & Avolio, 2000). The sample of the current study consisted of 300 business managers from different regions of Pakistan. Purposive sampling was employed to collect the data. Multiple Regression analysis and Stepwise Regression analysis demonstrated impact of decision styles on leadership styles. Rational and intuitive decision style displayed positive effect and avoidant decision style displayed negative effect on transformational leadership style. Rational, intuitive, and dependent positively predicted transactional leadership style. Avoidant decision style displayed positive effect whereas rational and spontaneous decision style showed negative effect on laissez faire leadership style. The study shed light on the fact that the decisions of the leaders can be used as determining factors to assess their leadership in the business organizations. Keywords: Decision Making Styles, Leadership Styles, Business Managers.

How to moderate emotional exhaustion among public healthcare professionals?

This paper analyzes the mediating role of employees’ emotional exhaustion between laissez-faire leadership and employees’ job attitudes (intrinsic satisfaction and turnover intention), and also the moderating role of influence at work, interactional justice and helping behaviors on employees’ feelings of emotional exhaustion. Structural equation modeling and multigroup analysis were used in a sample of 511 public healthcare professionals. The results show that emotional exhaustion partially mediates the relationships between laissez-faire leadership and both intrinsic satisfaction and turnover intention. Influence at work moderates the relationship between laissez-faire leadership and emotional exhaustion; interactional justice moderates the relationship between emotional exhaustion and intrinsic satisfaction; and extra-role behaviors moderate the relationship between emotional exhaustion and turnover intention. To date, there are few studies analyzing the mediating role of emotional exhaustion in public healthcare, and there are no studies analyzing how its negative effects can be moderated. The conclusions may help human resources managers design new strategies to prevent and mitigate emotional exhaustion and contribute healthcare employees to cope with its serious effects, encouraging a healthy environment that gives priority to workers’ well-being and service quality.

The effect of leadership styles on improving communication method among academic administrators

This study aimed at exploring the effect of leadership styles on improving communication methods in Saudi universities from the perspective of faculty members. Four-hundred questionnaires were distributed to faculty members in the Saudi universities, 313 questionnaires were valid for analysis. The results showed that the most common leadership style among academic administrators in Saudi universities is the democratic style, followed by the laissez-faire leadership style, while the autocratic leadership style came in the third and last rank. Also, the results showed that one of the most common methods of communication is non-verbal communication related to symbols, movements, and expressions. in addition, the results revealed a significant effect was found positive of democratic leadership style on a communication method and a negative significant effect was found of autocratic leadership style and laissez-faire leadership style on communication method.
 Keywords: Leadership style, Communication method, Faculty Members, Academic Administrators

Suitable Leadership Style for Service Industry in Bangkok

The main research question for this study “which leadership style is the most suitable for hotel industry in Thailand”. This study adopted a case study of Centara hotel & Resorts hotel chain. Study was conducted using anonymous online questionnaire. The Structural Equation Modeling (SEM) was used to test structural relationship in the model between various variables in the study. The finding of this study suggested that there is a significant relationship between autocratic relationship, high turnover intention, and low job satisfaction. In addition, the study found significant correlation between transformational leadership and democratic leadership with high job satisfaction and low turnover intention. This finding suggested that autocratic relationship is an ineffective leadership style to govern hotel employees in Thailand. On the other hand, both transformational leadership and democratic leadership are both effective leadership style that can possibly enhance employee job satisfaction and reduce turnover intention. With consideration to the various departments in the hotel, the study also found that front office or reception, as well as food and beverage service department have significant correlation with democratic leadership style. Other leadership styles, including Laissez faire leadership, autocratic leadership, charismatic leadership, and transactional leadership show no significant relationship with employee job satisfaction and turnover intention. Thus, the finding of this study identified effective leadership style for hotel industry as transformational leadership and democratic leadership. The finding obtained from this study is novice and contribute greatly toward existing body of research as none of the past study have been conducted to investigate effectiveness of various leadership style in the context of Thai ever before. Lastly, this research is also extremely useful for hotel strategic human capital management to be able come up with the winning HRM & HRD strategy to get the right kind of leaders and potential successors in their organizations in a highly rivalry intensity of over-supply hotel industry.

Time perspective influence on management leadership styles and the mediating role of self-efficacy

We examined if time perspectives (TP) and the Deviation from a Balanced Time Perspective (DBTP—cf. Stolarski et al. Time Soc 20(3):346–363, 2011) have an effect on four types of Leadership Styles. Based on previous studies it was observed, that Self-Efficacy (SE) is determined by time perspectives (Epel et al. J Appl Soc Psychol 29(3):575–596, 1999). In particular, the transformational and transactional leadership styles could depend on higher self-efficacy of managers. We additionally tested if general self-efficacy (GSE) mediates the influence of time perspectives and the Deviation from a Balanced Time Perspective on Leadership Styles. We recruited a sample of former MBA-students, who now work in the middle management of German companies. We used the zimbardo time perspective inventory (ZTPI; Zimbardo and Boyd J Pers Soc Psychol 77(6):1271–1288, 1999), the Multifactor Leadership Questionnaire (MLQ) by Felfe and Goihl (Deutsche überarbeitete und ergänzte Version des Multifactor Leadership Questionnaire (MLQ) [German revised and extended version of the Multifactor Leadership Questionnaire (MLQ)], Zentrum für Umfragen Methoden und Analysen, Mannheim, 2002) and the general self-efficacy-scale by Schwarzer and Jerusalem (Generalized Self-Efficacy scale, Nfer-Nelson, Windsor, 1995). Past Positive orientation has no significant effect on any of the four leadership styles. The present hedonistic dimension enhances and the past negative orientation reduces the transformational leadership style. The present fatalistic orientation reduces the Transformational and transactional leadership styles, but enhances the laissez-faire leadership style. Moreover, future enhances the transformational and transactional leadership styles. DBTP reduces the transformational and transactional leadership styles. The mediator role of GSE was confirmed for the transformational and transactional leadership style. Managers’ time perspectives are important for implementing an efficient leadership style.

Estilos de liderazgo y engagement laboral en analistas de crédito del sector financiero en Arequipa

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A Human Rights-Based Approach: Analysis of Administrative Instruments used in the Fight Against COVID 19 in Zimbabwe and Botswana

Subsequent to the appearance of the COVID-19 contagion, governments around the world were confronted with the challenge of combating its spread. It has been established that the infection is predominantly human to human and this reality informed the approaches used to counter it. Governments, particularly those perceived to have impeccable democratic credentials, had the difficult decision to deploy martial laws against laissez faire tactics in order to save lives. Most countries resorted to martial law, which gave leaders of governments unfettered state power to make decisions “to save lives”. Whereas most Western countries took a wait-and-see approach in implementing State of Emergencies, China and most countries in the developing world were quick to declare them. Developing countries’ records on human rights are generally poor. There has been a worldwide human rights confrontation between governments and citizens on the extent of the instruments used to fight COVID 19. Have these instruments been effective? Have they been the only necessary and key instruments to fight the pandemic? To what extent did they impinge on the human rights imperatives of the citizen? This paper interrogates the necessity of using these instruments to combat COVID-19 and their consequences on people’s rights. The paper presents the instruments used in Zimbabwe and Botswana and uses the Human Rights-Based Approach (HRBA) to compare their consequences on people’s freedoms in these countries. This research uses mixed methods in interrogating the impact of the administrative instruments that were used to combat COVID 19. Where necessary, descriptive and ethnographic approaches are employed to deepen the understanding of the impact of these instruments on human rights.

DPWH Supervisors’ Leadership Styles and the Employees’ Commitment in the Planning and Design Division

This research aimed to identify the different kinds of leadership styles applied by supervisors and examine their effects on the employees’ commitment in the Planning and Design Division (PDD) of the Department of Public Works and Highways (DPWH) Regional Office 10. The study concentrated on six styles; these are autocratic, bureaucratic, democratic, laissez-faire, transactional, and transformational leadership styles. Survey questionnaires were distributed to the 66 research participants, and all were received back. This study utilized the quantitative research method; hence, central tendency measurement, variation measurement, and linear correlation were used in the data analysis. The results imply that the supervisors or the leaders of the Planning and Design Division are more inclined to optimistic or reinforcing leadership styles; these are bureaucratic, democratic, transformational, and transactional styles. With regards to the employees’ commitment, it showed that the employees’ affective, continuance, and normative commitment have high marks. Meaning, the employees working specifically in the PDD are committed to their job because; they wanted to stay, they need to stay, and they are obligated to stay. Unfortunately, the correlation of leadership styles with the employees’ commitment, as confirmed by the results, did not come out as significant. Keywords : leadership, employees’ commitment, correlation, DPWH

Lebanon’s October 2019 Revolution

In a world dominated by neoliberalism, there is renewed attention to labor organizing and radical forms of action outside the institutional framework. In Lebanon, the October 2019 Revolution brought to the forefront the capacity of labor to recompose its power in the face of the long-standing capitalist effort to decompose it. This essay first examines the outbreak of social unrest in 2019 that accompanied the failure of neoliberal policies. Second, it explains the absence and silence of the labor movement amid the 2019 revolution by state interference and at the service of a long-standing laissez-faire economy. Finally, it concludes by examining recent attempts of professionals to organize from within the October Revolution and the challenges they currently grapple with.

The Influence in Principal Leadership Styles and Its Role in the Academic Achievement of Secondary School Students in Malaysia

Developing academic goals amongst students is a key aspect for achieving excellence across schools in Malaysia. It is meant to act as a benchmark to determine the effectiveness of a principal’s leadership. The leadership of a principal, and the school’s climate are the main issues which drive the achievement of students across national secondary schools (SMK) in Malaysia. This quantitative study aims to examine the influence and role of a principal’s leadership on the school climate, as well as its impact on the student’s academic achievement in domestic national secondary schools nationals on the East Coast of Malaysia. A total of 348 teachers were selected across vocational schools in the states of Kelantan, Terengganu and Pahang, through the use of simple random sampling, for the purpose of quantitative reviews. The researchers used the Multifactor Leadership Questionnaire (MLQ) to measure the leadership aspects of the principals, and the Organizational Health Inventory (OHI-M) to measure the climate of the school, as well as the achievement of academic students, which was measured using the CGPA of the schools in the examination areas over the last three years. The analysis of descriptive traits, for example, the number, percentage, scoring average, and the standard deviation was used to describe the demographics of the respondents, and analyse the data using regression, Pearson t-test correlations, and ANOVA. This helped to understand several key leadership factors, i.e., the International Transform Leadership, Tran Witness Leadership, Laissez-Faire Leadership, School Climate , and the Academic Achievement of the hypothesis testing, which was built according to the obtained statistics . The findings showed that the principal’s leadership influenced the climate across the school, and the achievement of the students. Therefore, it was proposed that the principal’s leadership needs to adopt the Transformational leadership, Transactional leadership, and Laissez-faire leadership as a guide in managing the school’s climate, especially in ensuring the teacher’s commitments, and the Student Academic Achievements, which can be further enhanced in line with the Malaysian
 Education Quality Standards 2010 (SKPM), and the Malaysian Education Development Plan 2013 -2025. 

Thin line of difference between laissez faire leadership and absentee leader

Thin line of difference between laissez faire leadership and absentee leader - JMRA- Print ISSN No: - 2394-2762 Online ISSN No:- 2394-2770 Article DOI No:- 10.18231/j.jmra.2020.041, Journal of Management Research and Analysis-J Manag Res Anal

Kiai and Laissez Faire's Leadership in Developing the Pesantren Manarul Qur'an Entrepreneurship Concept

Artikel ini hendak melihat perkembangan di pondok pesantren yakni gaya kepemimpinan dan dinamikanya. Pondok Pesantren Manarul Qur’an menjadi barometer baru di Lumajang dengan keunikan yang dimilikinya. Dimana Pondok Pesantren Manarul Qur’an merupakan pondok pesantren baru yang mampu berkembang secara pesat dengan gaya kepemimpinan yang menarik yakni gaya kepemimpinan laissez faire dalam mengembangkan entrepreneurship di pondok pesantren Manarul Qur’an Sukodono Lumajang. Artikel adalah hasil penelitian kualitatif field research. Kesimpulan dari artikel ini menemukan bahwa untuk menjaga eksistensi pesantren, para penerus melakukan perubahan gaya kepemimpinan, dari pola kepemimpinan tunggal menjadi gaya kepemimpinan laissez faire dan berbentuk yayasan modern yang berbasis entrepreneurship. Sehingga eksistensi pesantren dapat tetap terjaga, dan hingga hari ini pesantren mengalami perkembangan yang cukup maju. Artikel ini hendak melihat perkembangan di pondok pesantren yakni gaya kepemimpinan dan dinamikanya. Pondok Pesantren Manarul Qur’an menjadi barometer baru di Lumajang dengan keunikan yang dimilikinya. Dimana Pondok Pesantren Manarul Qur’an merupakan pondok pesantren baru yang mampu berkembang secara pesat dengan gaya kepemimpinan yang menarik yakni gaya kepemimpinan laissez faire dalam mengembangkan entrepreneurship di pondok pesantren Manarul Qur’an Sukodono Lumajang.

In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

Based on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.