Avoiding the Traps of a Laissez-Faire Leader: Employee Consequences and the Moderating Role of Self-Compassion

Abstract

Research on laissez-faire leadership has mainly focused on the characteristics of leaders and their impact on subordinates. However, there is a need for a more employee-centric approach to determine when and for whom laissez-faire leadership is more challenging. This study aims to address this gap by examining individual differences among employees. Specifically, this study investigates the relationship between laissez-faire leadership and employees’ intrinsic motivation, work performance, and intention to quit, with a particular focus on the moderating role of self-compassion. We hypothesized that laissez-faire leadership would negatively affect intrinsic motivation and work performance, and positively influence intention to quit. Further, we proposed that self-compassion would mitigate these negative effects. Employing a cross-sectional design, we analyzed data from 220 participants in the Norwegian labor market. Our first hypothesis was supported. Further, in line with our predictions, self-compassion moderated the relationship between laissez-faire leadership and work performance, such that high levels of laissez-faire leadership and low levels of self-compassion were associated with lower performance scores. However, self-compassion was not significant with intrinsic motivation and intention to quit. To our knowledge, this is the first study to explore this relationship, thereby expanding the literature in the field. We hope our research highlights the importance of self-compassion in the workplace and encourages the development of strategies to help employees.