Une analyse du leadership laissez-faire dans les organisations: le rôle des orientations d’objectifs des employés

Véronique Robert and Christian Vandenberghe
Additional contact information
Véronique Robert: TSM - Toulouse School of Management Research - UT Capitole - Université Toulouse Capitole - Comue de Toulouse - Communauté d'universités et établissements de Toulouse - CNRS - Centre National de la Recherche Scientifique - TSM - Toulouse School of Management - UT Capitole - Université Toulouse Capitole - Comue de Toulouse - Communauté d'universités et établissements de Toulouse
Christian Vandenberghe: Unknown

Post-Print from HAL

Abstract: Supervisors' laissez-faire leadership has been scarcely studied in the management literature. Moreover, the role of individual differences in employees' reactions to laissez-faire leadership remains unknown. In the present study (n = 248), we examine the relationship between supervisors' laissez-faire leadership and employees' (affective) commitment to the supervisor and the organization, and their job satisfaction, and consider employees' goal orientations (learning, performance, and avoidance) as moderating variables of these relationships. The results of multiple regression analyses indicate that laissez-faire leadership is negatively associated with employee commitment to the supervisor and the organization and job satisfaction. In addition, the relationship between laissez-faire leadership and commitment to the supervisor and to the organization was more negative when performance orientation was high. In contrast, the relationship between laissez-faire leadership and commitment to the supervisor and the organization and job satisfaction was less negative when avoidance orientation was high. Learning orientation exerted no moderating effect. These results reveal that the undermining effect of laissez-faire leadership varies across levels of employees' performance and avoidance orientations. We discuss the implications of these results for future research.

Keywords: Laissez-faire leadership; Organizational identity threat; Affective commitment; Normative commitment; Continuance commitment; Leadership laissez-faire; Menace identitaire perçue; Engagement affectif; Engagement normatif; Engagement de continuité (search for similar items in EconPapers)
Date: 2021-09
Note: View the original document on HAL open archive server: https://hal.science/hal-03781193v1
References: Add references at CitEc
Citations:

Published in Psychologie du travail et des organisations, 2021, Vol. 27 (N° 3), pp.159-174. ⟨10.1016/j.pto.2021.07.001⟩

Downloads: (external link)
https://hal.science/hal-03781193v1/document (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03781193

DOI: 10.1016/j.pto.2021.07.001

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().