Benjamin G. Perkins, Aleksander P. J. Ellis, Ke Michael Mai
{"title":"自我被动之苦:以领导者为中心的自由放任型领导研究","authors":"Benjamin G. Perkins, Aleksander P. J. Ellis, Ke Michael Mai","doi":"10.1002/jls.70011","DOIUrl":null,"url":null,"abstract":"<p>Prior research has shown that laissez-faire leadership can have detrimental consequences on employees and organizations such as increased unethical behavior, workplace incivility, and employee burnout. However, little is known about the relationship between laissez-faire leadership and important leader outcomes. Based on social information processing theory and conservation of resources theory, laissez-faire leadership is likely positively related to follower counterproductive work behavior, which was predicted to indirectly relate to leader turnover intentions through leader emotional ill-being (i.e., negative affect, emotional exhaustion). Additionally, theory suggests that performance pressure would exacerbate the serial indirect relationship between laissez-faire leadership and leader turnover intentions. Two time-lagged studies of full-time working leaders (<i>N</i> = 533) across a variety of industries and cultures showed support for the hypothesized serial mediation in both Study 1 and Study 2, but Study 2 failed to provide support for the moderating hypothesis regarding performance pressure. The studies' results contribute to the literature by demonstrating how laissez-faire leadership can be related to significant negative consequences for both followers and the leaders themselves.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"19 2","pages":""},"PeriodicalIF":0.5000,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Suffering From Their Own Passiveness: A Leader-Centric Investigation of Laissez-Faire Leadership\",\"authors\":\"Benjamin G. Perkins, Aleksander P. J. Ellis, Ke Michael Mai\",\"doi\":\"10.1002/jls.70011\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>Prior research has shown that laissez-faire leadership can have detrimental consequences on employees and organizations such as increased unethical behavior, workplace incivility, and employee burnout. However, little is known about the relationship between laissez-faire leadership and important leader outcomes. Based on social information processing theory and conservation of resources theory, laissez-faire leadership is likely positively related to follower counterproductive work behavior, which was predicted to indirectly relate to leader turnover intentions through leader emotional ill-being (i.e., negative affect, emotional exhaustion). Additionally, theory suggests that performance pressure would exacerbate the serial indirect relationship between laissez-faire leadership and leader turnover intentions. Two time-lagged studies of full-time working leaders (<i>N</i> = 533) across a variety of industries and cultures showed support for the hypothesized serial mediation in both Study 1 and Study 2, but Study 2 failed to provide support for the moderating hypothesis regarding performance pressure. The studies' results contribute to the literature by demonstrating how laissez-faire leadership can be related to significant negative consequences for both followers and the leaders themselves.</p>\",\"PeriodicalId\":45503,\"journal\":{\"name\":\"Journal of Leadership Studies\",\"volume\":\"19 2\",\"pages\":\"\"},\"PeriodicalIF\":0.5000,\"publicationDate\":\"2025-07-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Leadership Studies\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/jls.70011\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q4\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Leadership Studies","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/jls.70011","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"MANAGEMENT","Score":null,"Total":0}
Suffering From Their Own Passiveness: A Leader-Centric Investigation of Laissez-Faire Leadership
Prior research has shown that laissez-faire leadership can have detrimental consequences on employees and organizations such as increased unethical behavior, workplace incivility, and employee burnout. However, little is known about the relationship between laissez-faire leadership and important leader outcomes. Based on social information processing theory and conservation of resources theory, laissez-faire leadership is likely positively related to follower counterproductive work behavior, which was predicted to indirectly relate to leader turnover intentions through leader emotional ill-being (i.e., negative affect, emotional exhaustion). Additionally, theory suggests that performance pressure would exacerbate the serial indirect relationship between laissez-faire leadership and leader turnover intentions. Two time-lagged studies of full-time working leaders (N = 533) across a variety of industries and cultures showed support for the hypothesized serial mediation in both Study 1 and Study 2, but Study 2 failed to provide support for the moderating hypothesis regarding performance pressure. The studies' results contribute to the literature by demonstrating how laissez-faire leadership can be related to significant negative consequences for both followers and the leaders themselves.