Laissez-Faire Leadership Analysis

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Laissez-faire leadership: The extent to which leaders avoid responsibility, fail to
Make decisions, are absent when needed, or fail to follow up on requests. Questionnaire (MLQ) containing scales measuring the three dimensions of transformational leadership and four dimensions of transactional leadership, report evidence of transformational leadership effects on criterion variables as extra effort, job satisfaction, commitment, trust in leader, and organizational citizenship (Avolio & Bass, 1988; Awamleh & Gardner, 1999; Bogler, 2001; Koh et al., 1995; Podsakoff et al., 1990; Yammarino, Spangler, & Bass, 1993). Taking the work of Bass (1985) as a point of departure, research on transformational leadership in educational settings was initiated by Leithwood and his
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This trinity mutually impacts its members, determines what we come to believe about ourselves, and affects the choices we make and actions we take. We are not products of our environment. We are not products of our biology. Instead, we are products of the dynamic interplay between the external, the internal, and our current and past behavior. In reaction to more reductionist theories, Bandura noted: “Dualistic doctrines that regard mind and body as separate entities do not provide much enlightenment on the nature of the disembodied mental state or on how an immaterial mind and bodily events act on each other” (1986, p. 17). Central to Bandura’s (1997) framework is his concept of self-efficacy. Bandura’s aspirations about self-efficacy were grand, as reflected in the title of his 1977 article “SelfEfficacy: Toward a Unifying Theory of Behavioral Change.” In this seminal work, Bandura defined self-efficacy as “beliefs in one’s capabilities to organize and execute the courses of action required to produce given attainments” (p. 3). Self-efficacy beliefs were characterized as the major mediators for our behavior, and importantly, behavioral change. Over the last quarter

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