laissez-faire

(noun)

In business, an environment in which an organization's employees are free from excessive oversight or management, with sufficient control only to ensure organizational goals are met.

(noun)

French term literally meaning "let [them] do,"; it also broadly implies "let it be," "let them do as they will," or "leave it alone."

Examples of laissez-faire in the following topics:

  • Leadership Styles

    • Laissez-faire is most effective when workers have the skills to work independently, are self-motivated, and will be held accountable for results.

  • The Evolution of Labor Relations

    • Laissez-faire attitudes and the promotion of free market dynamics are, in many ways, contrary to the legal creation of employee rights.
    • Laissez-faire attitudes and the promotion of free-market dynamics are, in many ways, contrary to the legal creation of employee rights.

  • A Blended Approach to Leadership

    • The MLQ also includes several characteristics of a more passive leadership approach known as laissez-faire.

  • Fulfilling the Leading Function

    • However, in a highly motivated and aligned team, with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective.

  • Classical Versus Behavioral Perspectives

    • In Theory Y, managers are more laissez-faire and allow employees more freedom in their work.

  • Equity Theory

    • Equity theory explains the relational satisfaction in terms of fair or unfair distribution of resources within interpersonal relationships.
    • Equity theory attempts to explain relational satisfaction in terms of perceptions of fair or unfair distributions of resources within interpersonal relationships.
    • Equity theory posits that people value fair treatment, which motivates them to maintain a similar standard of fairness with their co-workers and the organization.
    • Equity theory focuses on determining whether the distribution of resources is fair to both relational partners.
    • In any position, employees wants to feel that their contributions and work performance are being rewarded with fair pay.

  • Assessing and Restoring Equity

    • The theory focuses on determining whether the distribution of resources is fair to both relational partners.
    • If both employees in this situation receive the same reward, the workforce is more likely to recognize that the organization is fair, observant, and appreciative.

  • The Inclusive Workplace

    • An inclusive culture may include a variety of tangible elements, such as acceptance and appreciation of diversity, regard for and fair treatment of each employee, respect for each employee's contribution to the company, and equal opportunity for each employee to realize his or her full potential within the company.
    • Discrimination-and-fairness paradigm: In this phase, the organization focuses simply on adherence to social and legal expectations.

  • Legislation Protecting against Discrimination

    • The Equal Pay Act of 1963 is a United States federal law amending the Fair Labor Standards Act; it is aimed at abolishing wage disparity based on sex.

  • Ethical Conflicts

    • If the manager informs his staff, is that fair to the other employees whose managers did not reveal the information early?