Relationship between authoritarian and laissez-faire leadership styles and perceived work climate by teachers in public educational institutions

Carlos Arturo Miranda Cantillo and Andrés León Pirela
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Carlos Arturo Miranda Cantillo: UMECIT - Universidad Metropolitana de Ciencia y Tecnología, Ciudad de Panamá, Panamá
Andrés León Pirela: UMECIT - Universidad Metropolitana de Ciencia y Tecnología, Ciudad de Panamá, Panamá

Pedagogical Constellations, 2025, vol. 4, issue 2, 341-364

Abstract: This research analyzes the relationship between authoritarian and laissez-faire leadership styles exercised by managers and the work climate perceived by teachers in secondary education institutions in the municipality of Puerto Libertador, Córdoba, Colombia. It was approached from the perspective of a holistic understanding of science, using the holopractical method. It is explanatory in nature and adopted a transversal, non-experimental field design, with a census population of 144 teachers. Two validated instruments were applied: an adapted work climate scale (α = 0.92) and a leadership styles scale constructed and validated for this study (α = 0.951). The results reveal that authoritarian and laissez-faire leadership are highly or very highly present in more than 50% of the teachers. The overall work climate is perceived as moderately positive (mean = 2.60), but the dimensions of interpersonal relationships, group cohesion, and quality of working life are evaluated as negative. Spearman's correlation showed a strong and statistically significant positive relationship (r = 0.787; p

Keywords: authoritarian leadership; laissez-faire leadership; work climate; teachers; educational institutions (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:cvp:pedagi:v:4:y:2025:i:2:id:121

DOI: 10.69821/constellations.v4i2.121

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