Özet:

Constructive leadership behaviors have been the primary focus of the organizational behavior field, while destructive leadership behavior, although quite common in business life, has received less attention. The main purpose of this study is to investigate the mediating role of role ambiguity in the relationship of laissez-faire leadership with interpersonal conflict and work alienation, based on role stress theory. The results of this cross-sectional study using a sample of 368 municipal employees from the Central Anatolia Region showed that laissez-faire leadership was positively associated with role ambiguity, work alienation, and conflict with co-workers. According to the results of the mediation analysis, role ambiguity mediated the positive relationship between laissez-faire leadership and co-worker conflict, while role ambiguity did not mediate the relationship between laissez-faire leadership and job alienation. Implications for theory and practice as well as directions for future research are discussed.

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