Passive leadership and the impact it has on both employees and the organisation | The Oxford Review

Passive leadership and the impact it has on both employees and the organisation

Research Briefing

Keywords: passive leadership, trust, organisational justice, job satisfaction, job performance, organisational citizenship behaviours, job commitment, organisational commitment, laissez-faire leadership, management-by-exception, trust privacy model, affect-based trust

Whilst much of the current research literature focuses on transformational and servant leadership, there is a growing interest on the impact effects of passive leadership. This interest appears to stem from the fact that it has been identified that passive leadership is rife in many of today’s organisations and the fact that, as a method of leadership, it has largely been ignored in the research and organisational development literature.

Passive leadership

Passive leadership comprises two distinct leadership forms:

1. Passive management-by-exception
2. Laissez-faire leadership.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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