| Literature DB >> 17257068 |
Anders Skogstad1, Ståle Einarsen, Torbjørn Torsheim, Merethe Schanke Aasland, Hilde Hetland.
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. (c) 2007 APA, all rights reserved.Mesh：
Year: 2007 PMID： 17257068 DOI： 10.1037/1076-8998.12.1.80
Source DB: PubMed Journal: J Occup Health Psychol ISSN： 1076-8998