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Laissez-Faire Leadership Behaviors in Public Sector in Vietnam

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The Palgrave Handbook of Leadership in Transforming Asia

Abstract

Negative leadership styles lay the groundwork for bullying to thrive, which negatively affects individual psychological health as found in previous research. However, because little is known in relation to how employees from high-power distance cultures such as Vietnam, experience the negative consequences of destructive leadership behaviors at work, the current study examined the consequences of laissez-faire leadership behaviors from 207 public sector employees in Vietnam. Results showed that laissez-faire leadership behaviors were negatively associated with psychological safety climate (PSC) and increased the incidence of workplace bullying. PSC was also found to have a positive impact on employee well-being, while workplace bullying had a negative influence on employee well-being.

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Author information

Authors and Affiliations

  1. Department of Management, AUT University, Auckland, New Zealand

    Diep Nguyen

  2. School of Management, RMIT University, Melbourne, Australia

    Stephen Teo

  3. School of Management, University of Otago, Dunedin, New Zealand

    Steven Grover

  4. International School of Business, UEH University, Ho Chi Minh, Vietnam

    Nguyen Phong Nguyen

Authors
  1. Diep Nguyen
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  2. Stephen Teo
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  3. Steven Grover
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  4. Nguyen Phong Nguyen
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Correspondence to Diep Nguyen .

Editor information

Editors and Affiliations

  1. School of Management, Royal Melbourne Institute of Technology, Melbourne, Victoria, Australia

    Nuttawuth Muenjohn

  2. School of Management, Royal Melbourne Institute of Technology, Melbourne, Victoria, Australia

    Adela McMurray

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Nguyen, D., Teo, S., Grover, S., Nguyen, N.P. (2017). Laissez-Faire Leadership Behaviors in Public Sector in Vietnam. In: Muenjohn, N., McMurray, A. (eds) The Palgrave Handbook of Leadership in Transforming Asia. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-57940-9_22

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