Decoding laissez-faire leadership: an in-depth study on its influence over employee autonomy and well-being at work

Clément Desgourdes (), Jamila Hasnaoui (), Muhammad Umar () and Jesus Gonzales Feliu ()
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Clément Desgourdes: Excelia Business School
Jamila Hasnaoui: Excelia Business School
Muhammad Umar: Lebanese American University
Jesus Gonzales Feliu: Excelia Business School

International Entrepreneurship and Management Journal, 2024, vol. 20, issue 2, No 18, 1047-1065

Abstract: Abstract This study investigates Laissez-faire leadership (LFL), an area often viewed negatively yet underexplored. Aiming to decipher LFL’s implications, particularly its ties with employee autonomy and well-being, the study distributed 4000 questionnaires via LinkedIn to various French organizations. Out of these, 226 were accepted and analyzed. The Multifactor Leadership Questionnaire measured LFL, while the Job Diagnostic Survey examined autonomy. Findings indicate LFL has a detrimental effect on workplace well-being, with autonomy serving as a key mediator. Additionally, LFL’s impact may differ based on individual expectations. These results emphasize the cautious adoption of LFL and spotlight autonomy’s importance. This research notably broadens our understanding of LFL’s role in the workplace.

Keywords: Leadership; Laissez-faire leadership; Autonomy; Well-being at work (search for similar items in EconPapers)
Date: 2024
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DOI: 10.1007/s11365-023-00927-5

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