Consequences of Managers’ Laissez-faire Leadership During Organizational Restructuring

Abstract

This study draws upon conservation of resources theory to investigate if laissez-faire leadership influences employees' perceptions of role clarity, and two forms of well-being (job satisfaction and work-related burnout), in the context of organizational restructuring. Moreover, role clarity is studied as a mechanism linking laissez-faire leadership to employee well-being. These relationships were tested using a three-wave time-lagged investigation conducted over a two-year period with a sample of 601 employees working in the Swedish process industry. The results of the structural equation modelling analyses showed that laissez-faire leadership was negatively related to role clarity 9 months later. In turn, role clarity mediated the relationship between laissez-faire leadership and employee wellbeing. This study contributes to the understanding of how laissezfaire leadership in the context of organizational restructuring may affect employee outcomes. We discuss implications for theories and practices, as well as directions for future research.

Overwhelmed by family, but supported by likeminded, trustworthy coworkers: effects on role ambiguity and championing behaviors

“…According to previous studies on family-to-work conflict, employees who suffer from negative interference of family with work experience low levels of such clarity, because they feel distracted by their family troubles and are less able to discern important from unimportant job matters (Hoobler et al, 2010;Oren and Levin, 2007). Consistent with COR theory, we conceive of employees' beliefs about role ambiguity, in the presence of family-towork conflict, as a pertinent manifestation of experienced resource depletion-that is, a lack of clarity about job responsibilities (Lundmark et al, 2022)-which diminishes their propensity to engage in championing behavior. Employees' sense that their employer is unclear about what their job roles entail can escalate into their reluctance to engage in dedicated idea championing because they seek to conserve their precious energy, rather than expending it on work activities from which their organization otherwise could benefit (Hobfoll et al, 2018;Quinn et al, 2012).…”

“…, 2011; Kauppila, 2014). In line with COR theory, these beliefs arise because they suffer depletion of the clarity resources they need to comply with organization-set performance standards and thus uncertainty about their work functioning (Lundmark et al. , 2022; Oren and Levin, 2017).…”

“…In particular, employees' suffering at work, because they cannot keep family preoccupations out of their minds, leaves them complacent, rather than evoking idea championing, because they develop beliefs that their organization has deprived them of complete information about their job duties (Eatough et al, 2011;Kauppila, 2014). In line with COR theory, these beliefs arise because they suffer depletion of the clarity resources they need to comply with organization-set performance standards and thus uncertainty about their work functioning (Lundmark et al, 2022;Oren and Levin, 2017). These role ambiguity beliefs in turn leave employees reluctant to engage in dedicated championing efforts.…”

Organizational arrangements as a key to enhancing innovativeness and efficiency – analysis of a restructuring hospital in Finland

“…Somewhat unexpectedly, hierarchy-focused form was not found to be harmful to innovativeness, but rather, the sign was actually positive (even if not statistically significant). Innovation too, calls for structures and hence, hierarchies and bureaucracy are not self-evidently innovation-hampering [ 10 , 52 , 86 ]. In line with this, Jønsson and colleagues [ 39 ] suggest that leaders should not merely provide autonomy and leave subsequent steps and decisions to employees [ 34 ].…”

“…The previous literature has documented that organizational restructuring causes disruptions and unanticipated consequences, and that finding the best ways to reach the desired outcomes is not always clear to those executing and living through the changes [8][9][10]. The state of transformation and flux is intricately intertwined with structuring and organizing of working relations, as well as transforming organizational culture and climate, and their management [11,12].…”