Citation

Skogstad A, Einarsen S, Torsheim T, Aasland MS, Hetland H. J. Occup. Health Psychol. 2007; 12(1): 80-92.

Affiliation

University of Bergen, Faculty of Psychology, Bergen, Norway. anders.skogstad@psysp.uib.no

Copyright

(Copyright © 2007, American Psychological Association)

DOI

10.1037/1076-8998.12.1.80

PMID

17257068

Abstract

The aim of the study is to test the assumption that laissez-faire leadership behavior is not a type of zero-leadership, but a type of destructive leadership behavior that shows systematic relationships with workplace stressors, bullying at work, and psychological distress. A survey of 2,273 Norwegian employees was conducted and analyzed. Laissez-faire leadership was positively correlated with role conflict, role ambiguity, and conflicts with coworkers. Path modeling showed that these stressors mediated the effects of laissez-faire leadership on bullying at work and that the effects of laissez-faire leadership on distress were mediated through the workplace stressors, especially through exposure to bullying. The results support the assumption that laissez-faire leadership behavior is a destructive leadership behavior.

Language: en