Robert, Véronique and Vandenberghe, Christian (2022) Leadership laissez-faire, menace identitaire et engagement organisationnel. Psychologie du Travail et des Organisations, vol. 28 (n° 3). pp. 197-210.

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.