@article{ref1,
title="The destructiveness of laissez-faire leadership behavior",
journal="Journal of occupational health psychology",
year="2007",
author="Skogstad, Anders and Einarsen, Stale and Torsheim, Torbjørn and Aasland, Merethe Schanke and Hetland, Hilde",
volume="12",
number="1",
pages="80-92",
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.<p /><p>Language: en</p>",
language="en",
issn="1076-8998",
doi="10.1037/1076-8998.12.1.80",
url="http://dx.doi.org/10.1037/1076-8998.12.1.80"
}