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The dominant view of laissez-faire leadership has so far been avoidant or regarded as zero leadership. Consequently, it has been suggested that laissez-faire leadership is likely to lead to negative consequences in subordinates’ performance and attitudes. The purpose of this paper is to argue that this conventional view is biased from the start as it is burdened with the concept that laissez-faire leadership is non-strategic and therefore implies negative consequences. This paper further argues that to be able to unveil the real outcomes of laissez-faire leadership, focus should shift to the behavioral aspect of laissez-faire leadership, or non-involvement of a leader/leadership.

This conceptual presentation and presented propositions could stimulate the examination of laissez-faire leadership in more balanced ways.

Shifted focus to the behavioral aspect of laissez-faire leadership, or non-involvement of a leader/leadership allows this paper to explore possible positive outcomes, especially with consideration with dynamics of time. While extant studies about laissez-faire leadership have been partial to negative consequences, this paper explores different contexts in which laissez-faire leadership could be positive.

This paper is one of the first attempts to tease out possible outcomes of laissez-faire leadership, which could be not just negative, by adapting the behavioral aspect of non-involvement of a leader.

The purpose of the study was to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization.

A quantitative non-experimental design was used to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization. In all, three leadership styles were examined: transactional, transformational, and laissez-faire. Telecommuters responded to a single online survey combining two validated survey instruments, the MLQ 5X Rater Form and the Staying or Leaving Index. Respondents were instructed to consider their current manager when responding to the survey.

Linear regression results indicated a significant relationship between perceived transformational and telecommuter intent to leave an organization (F(1, 111)=34.36, p<0.001) suggesting the more a leader demonstrates a transformational leadership style, the more a telecommuter wants to leave the organization. Results indicated a significant negative relationship between perceived laissez-faire leadership style and intent to leave an organization (F(1, 111)=20.01, p<0.001) suggesting the more a leader demonstrates a laissez-faire leadership style, the less a telecommuter wants to leave the organization. No relationship existed between perceived transactional leadership style and telecommuter intent to leave an organization.

The data collected represents perception of leadership behavior vs actual leadership style. Further research should gather both perceived and actual leadership behavior. Research encompassing perceived and actual behaviors would allow for an assessment of the degree of convergence and assist in judging the accuracy of perceptual data.

A relationship was found to exist between perceived transformational leadership style and telecommuter intent to leave an organization. A significant negative relationship was found to exist between perceived laissez-faire leadership style and telecommuter intent to leave an organization. No relationship was found to exist between perceived transactional leadership style and telecommuter intent to leave an organization. The findings were unexpected for all three leadership styles.

Extending the study to gather actual leadership behavior instead of perceived behavior, expanding the populations to include greater diversity, and conducting the study as a longitudinal study to capture leadership over time are recommended for future research. Organizational leaders may wish to use the results of the study to aid their understanding of which leadership styles affect telecommuter intent to leave an organization.

We investigate the positive and normative consequences of child-labor restrictions for economic aggregates and welfare. We argue that even though the laissez-faire outcome may be inefficient, there are usually better policies to cure these inefficiencies than the imposition of a child-labor ban. Given this finding, we investigate the potential political-economic reasons behind the emergence and persistence of child-labor legislation. Our investigation is based on a structural dynamic general equilibrium model that provides a coherent and uniform framework for our analysis.

The purpose of this paper is to investigate the psychological and motivational processes involved in the relationship between two forms of destructive leadership (tyrannical and laissez-faire) and employee health (burnout, affective commitment and job performance). Drawing on self-determination theory, this paper links tyrannical and laissez-faire leadership to employee health through psychological need frustration and poor-quality (controlled) work motivation.

A total of 399 Canadian nurses took part in this cross-sectional study. Structural equational modelling analyses were conducted.

Results show that tyrannical leadership frustrates nurses’ needs for autonomy, competence and relatedness, whereas laissez-faire leadership frustrates nurses’ need for autonomy only. The frustration of needs for autonomy and competence predicts low-quality (controlled) work motivation, which is consequently associated with impaired health (burnout and lower affective commitment as well as performance).

This study contributes to the scarce knowledge regarding the distinct outcomes of destructive forms of leadership and uncovers the specific psychological and motivational pathways through which these types of leadership influence employees’ health.

The purpose of this paper is to examine the empirical validity of transformational, transactional and laissez‐faire leadership and their sub‐scales among physician managers.

A nation‐wide, anonymous mail survey was carried out in the United States, requesting community health center executive directors to provide ratings of their medical director's leadership behaviors (34 items) and effectiveness (nine items), using the Multifactor Leadership Questionnaire 5X‐Short, on a five‐point Likert scale. The survey response rate was 40.9 percent, for a total 269 responses. Exploratory factor analysis was done, using principal factor extraction, followed by promax rotation).

The data yielded a three‐factor structure, generally aligned with Bass and Avolio's constructs of transformational, transactional and laissez‐faire leadership. Data do not support the factorial independence of their subscales (idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation under transformational leadership; contingent reward, management‐by‐exception active, and management‐by‐exception passive under transactional leadership). Two contingent reward items loaded on transformational leadership, and all items of management‐by‐exception passive loaded on laissez‐faire.

A key limitation is that supervisors were surveyed for ratings of the medical directors' leadership style. Although past research in other fields has shown that supervisor ratings are strongly correlated with subordinate ratings, further research is needed to validate the findings by surveying physician and other clinical subordinates. Such research will also help to develop appropriate content of leadership training for clinical leaders.

This study represents an important step towards establishing the empirical evidence for the full range of leadership constructs among physician leaders.

The purpose of this paper is to analyze the excecution of various leadership styles, namely, transactional, transformational and laissez-faire that are being practiced among the government organizations in the Kingdom of Bahrain. The study compares and differentiates these three leadership styles with that of the major Islamic leadership concepts.

The study used a descriptive analytical method. A number of 100 government employees participated in the survey which has been selected as the sample of the study using the snowball sampling technique.

The study detects that the transactional leadership is the most highly applied leadership style in the government organizations of Bahrain. The finding is identified on the basis of the employees’ attributes based on their gender (male and female); current positions (employee and manager); work experience (less than a year, from one to five years, from 6 to 10 years); and age (less than 20 years, from 20 to 35 years, from 36 to 50 years, more than 50 years). Meanwhile, the second style mostly applied among the employees is the transformational leadership style. It is perceived that this style has been applied by employees with 10 years of work experience and are in the age group of more than 50 years. The least applied leadership style is the laissez-faire.

The study can be used by the Government of Bahrain to set up policies on how to improve efficiency within the government organizations in the Kingdom. This study also fills up the gap in the leadership styles literature, as no prior studies of this manner involving the government organizations of the Island have ever been conducted.

The purpose of this paper is to establish a theoretical foundation for seemingly contradictory empirical findings about child labor and the families and the children's well‐being.

The systemic yoyo model is employed as justification and road map for exploring some issues related to child labor and its efficiency.

Among many interesting results obtained in this paper, it is particularly shown that: first, as long as children's disutility or utility of labor or formal schooling are concerned, the laissez faire triple of child labor, formal schooling, and level of maturity, which maximizes the parents' utility function, can never be efficient; second, if the efficiency of parent's chosen (for their children) levels of child labor, formal schooling, and level of maturity, is determined by the impact on the children's lifetime earnings potential, then the laissez faire triple of child labor, formal schooling, and level of maturity, is efficient, either if the parents' savings and bequests are interior when the capital markets are imperfect, or if the parents' bequests are interior and the capital markets are perfect. Third, if a government regulation is introduced to impose a marginal ban on child labor, then such a ban could be either welfare reducing for both the child and the parents or a Pareto improvement for both the child and the parents, under different sets of specific conditions.

To take advantage of the methods and results of calculus, the assumption of continuity and differentiability is implied. So, all the findings of this work are limited by these conditions.

It is shown that by using systems analysis, seemingly contradictory empirical findings regarding the efficiency of child labor can be explained by using a unified theory.

In their Foreword, Augullo and Guidi identify the objectives behind the design features of their long-term project. One objective is to study “the history of economics from the viewpoint of the economists’ relationships with the institutional and professional environment.” A second objective is that of comparative methodology, the “systematic and meditated comparison among national cases…so that the interpretive framework of each might be enriched by cross-fertilization.” A third objective is that “economics was rooted in institutional contexts and had itself over time become an institution—a doctrinal corpus of knowledge which permeates and frames the mind of the student body, scholars, professionals and public opinion at large” and to do so “not merely from the canonical standpoint of doctrinal or paradigmatic evolution” (AG, p. xi).

Incubators, as providers of advice and resources, suggest fostering the development of early-idea firms. Literature and practice seem to suggest an ever-increasing amount of incubator support. The creation of business relationships is at the heart of any business development, and this paper addresses whether a laissez-faire incubator fosters the creation of business relationships. The purpose of this paper is to explore the creation of business relationships among incubated firms during and after their time in the incubator along with the roles that these relationships play for the incubated firms.

Empirically, the paper is based on retrospective interviews with representatives of all incubated firms in a university incubator. A total of fifteen interviews were conducted with representatives of the incubated firms, the incubator and its owners, complemented by secondary data sources.

The paper points out three antecedents for business relationship creation: the lack of experience and connections; convenience; and trust based on the interactions with others in the incubator. These antecedents are connected to the roles of transforming businesses and of adaptation in the dyadic relationships. The laissez-faire incubator helped through the learning-by-doing among the incubated firms, which made them focus on business relationship creation from early on.

Most incubator research portrays the unilateral transfer of knowledge from the incubator to the incubated firm, with the latter being a service taker rather than a co-producer. The paper adds knowledge about business relationships among firms in incubators and the roles that these business relationships could play for the firms. The focus on an incubator providing limited support is of high practical relevance, given the trend of incubators facilitating more and more services.