eprintid: 46278 rev_number: 7 eprint_status: archive userid: 23303 importid: 106 dir: disk0/00/04/62/78 datestamp: 2022-09-20 08:41:27 lastmod: 2023-04-12 13:24:23 status_changed: 2023-04-12 13:24:23 type: article metadata_visibility: show creators_name: Robert, Véronique creators_name: Vandenberghe, Christian creators_idrefppn: 258351918 creators_idrefppn: 072406097 creators_affiliation: Toulouse School of Management creators_affiliation: HEC Montréal creators_halaffid: 520525 title: Une analyse du leadership laissez-faire dans les organisations : le rôle des orientations d’objectifs des employés ispublished: pub subjects: subjects_GESTION abstract: Research on the impact of supervisors’ laissez-faire leadership, a frequent form of passive leadership, is still in its infancy. In the present study, we explore the possibility that laissez-faire leadership by supervisors engenders a feeling of threat among employees regarding their organizational identity. In other words, the lack of attention given to employees by supervisors would create the feeling among employees that their identity as members of the organization is devalued. This perceived identity threat would result in reduced affective, normative, and continuance commitment. We examined these hypotheses in a study using three measurement times, with a time interval of three months. Based on a final sample of 300 participants and latent variable structural equation modeling analyses, the results indicate that supervisors’ laissez-faire leadership engenders a perceived identity threat among employees, which then contributes to reduce affective, normative, and continuance commitment. Finally, laissez-faire leadership was also directly and negatively related to continuance commitment. We discuss how these findings contribute to enhance our understanding of the effects of laissez-faire practices by supervisors. date: 2022-09 date_type: published publisher: Aubin éditeur id_number: 10.1016/j.pto.2022.03.006 faculty: gestion divisions: CRM keywords: Laissez-faire leadership, Organizational identity threat, Affective commitment, Normative commitment, Continuance commitment keywords: Leadership laissez-faire, Menace identitaire perçue, Engagement affectif, Engagement normatif, Engagement de continuité language: fr has_fulltext: FALSE doi: 10.1016/j.pto.2022.03.006 view_date_year: 2022 full_text_status: none publication: Psychologie du Travail et des Organisations volume: vol.28 number: n°3 place_of_pub: Saint-Etienne pagerange: 197-210 refereed: TRUE issn: 1420-2530 oai_identifier: oai:tsm.fr:2841 harvester_local_overwrite: number harvester_local_overwrite: volume harvester_local_overwrite: pending harvester_local_overwrite: creators_idrefppn harvester_local_overwrite: creators_halaffid harvester_local_overwrite: publisher harvester_local_overwrite: place_of_pub harvester_local_overwrite: hal_id harvester_local_overwrite: hal_version harvester_local_overwrite: hal_url harvester_local_overwrite: hal_passwd oai_lastmod: 2023-04-09T17:05:30Z oai_set: tsm site: ut1 hal_id: hal-03781193 hal_passwd: hwe6tnx hal_version: 1 hal_url: https://hal.archives-ouvertes.fr/hal-03781193 citation: Robert, Véronique and Vandenberghe, Christian (2022) Une analyse du leadership laissez-faire dans les organisations : le rôle des orientations d’objectifs des employés. Psychologie du Travail et des Organisations, vol.28 (n°3). pp. 197-210.