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- Anders Skogstad, Ståle Einarsen, Torbjørn Torsheim, Merethe Schanke Aasland, and Hilde Hetland.
- University of Bergen, Faculty of Psychology, Bergen, Norway. anders.skogstad@psysp.uib.no
- J Occup Health Psychol. 2007 Jan 1; 12 (1): 80-92.
AbstractThe 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.
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