Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance

Mohammed Al-Malki and Wang Juan
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Mohammed Al-Malki: School of Management Science, Wuhan University of Technology, Wuhan, Hubei, China
Wang Juan: School of Management Science, Wuhan University of Technology, Wuhan, Hubei, China

International Journal of Innovation and Economic Development, 2018, vol. 4, issue 1, 29-43

Abstract: The paper explores the ways to achieve superior job performance and cooperation among employees. The conceptual review suggests that leadership styles have an influence on role conflict and role ambiguity, which in turn impact job performance and cooperation. A questionnaire survey was prepared and conducted on the sample of Saudi Arabia companies’ employees. The data was analysed using SPSS. The quantitative analysis consisted of descriptive statistics calculation, assumption testing, correlation analysis and regression analysis. The findings of the research suggest that role conflict and role ambiguity have a negative influence on increasing job performance. Another finding of the paper shows that increasing job performance positively impacts on job cooperation. Laissez-faire leadership impact on role ambiguity and role conflict is not significant. The findings of the research can be useful for the managers and leaders in terms of explaining the nature of role stressors and how they should be dealt with to increase the productivity of employees. The research paper builds on the theory of leadership and contributes to the leadership-performance body of work.

Keywords: Laissez-faire leadership; Role ambiguity; Role conflict; Job performance; Cooperation (search for similar items in EconPapers)
JEL-codes: M00 (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:mgs:ijoied:v:4:y:2018:i:1:p:29-43

DOI: 10.18775/ijied.1849-7551-7020.2015.41.2003

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