An Examination of "Nonleadership": From Laissez-Faire Leadership to Leader Reward Omission and Punishment Omission
Laissez-faire leadership has received much less attention than have the 3 transactional leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). However, laissez-faire leadership has shown strong negative relationships with various leadership criteria, and the absence of leadership (...
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| Veröffentlicht in: | Journal of applied psychology 2008-11, Vol.93 (6), p.1234-1248 |
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| container_title | Journal of applied psychology |
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| creator | Hinkin, Timothy R Schriesheim, Chester A |
| description | Laissez-faire leadership has received much less attention than have the 3 transactional leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). However, laissez-faire leadership has shown strong negative relationships with various leadership criteria, and the absence of leadership (laissez-faire leadership) may be just as important as is the presence of other types of leadership. This article focuses on a single type of laissez-faire leadership (i.e., the lack of response to subordinate performance). Using a reinforcement perspective, the authors developed measures and examined the effects of the lack of performance-contingent reinforcement in 2 forms: reward omission (leader nonreinforcement of good subordinate performance) and punishment omission (leader nonreinforcement of poor subordinate performance). They found strong evidence in support of the construct validity of the new measures and found that omission was related to follower satisfaction with the leader, subordinate-rated leader effectiveness, subordinate-perceived role clarity, and supervisor-rated subordinate performance. |
| doi_str_mv | 10.1037/a0012875 |
| format | Article |
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However, laissez-faire leadership has shown strong negative relationships with various leadership criteria, and the absence of leadership (laissez-faire leadership) may be just as important as is the presence of other types of leadership. This article focuses on a single type of laissez-faire leadership (i.e., the lack of response to subordinate performance). Using a reinforcement perspective, the authors developed measures and examined the effects of the lack of performance-contingent reinforcement in 2 forms: reward omission (leader nonreinforcement of good subordinate performance) and punishment omission (leader nonreinforcement of poor subordinate performance). 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Psychophysiology</topic><topic>Psychometrics</topic><topic>Punishment</topic><topic>Reinforcement</topic><topic>Reward</topic><topic>Rewards</topic><topic>Social psychology</topic><topic>Studies</topic><topic>Supervisor-Subordinate interactions</topic><topic>Transactional Leadership</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Hinkin, Timothy R</creatorcontrib><creatorcontrib>Schriesheim, Chester A</creatorcontrib><collection>Pascal-Francis</collection><collection>Medline</collection><collection>MEDLINE</collection><collection>MEDLINE (Ovid)</collection><collection>MEDLINE</collection><collection>MEDLINE</collection><collection>PubMed</collection><collection>CrossRef</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>PsycArticles (via ProQuest)</collection><collection>ProQuest One Psychology</collection><collection>MEDLINE - Academic</collection><jtitle>Journal of applied psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Hinkin, Timothy R</au><au>Schriesheim, Chester A</au><au>Zedeck, Sheldon</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>An Examination of "Nonleadership": From Laissez-Faire Leadership to Leader Reward Omission and Punishment Omission</atitle><jtitle>Journal of applied psychology</jtitle><addtitle>J Appl Psychol</addtitle><date>2008-11-01</date><risdate>2008</risdate><volume>93</volume><issue>6</issue><spage>1234</spage><epage>1248</epage><pages>1234-1248</pages><issn>0021-9010</issn><eissn>1939-1854</eissn><coden>JAPGBP</coden><abstract>Laissez-faire leadership has received much less attention than have the 3 transactional leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). 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| subjects | Adult Behavioural psychology Biological and medical sciences Female Firm theory Fundamental and applied biological sciences. Psychology Hierarchy Human Human relations Humans Leadership Leadership Qualities Leadership style Male Management styles MBA programs & graduates Occupational psychology Omission Training Organization and management. Professional relation Organization theory Personnel management Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Psychometrics Punishment Reinforcement Reward Rewards Social psychology Studies Supervisor-Subordinate interactions Transactional Leadership |
| title | An Examination of "Nonleadership": From Laissez-Faire Leadership to Leader Reward Omission and Punishment Omission |
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