Laissez‐faire leadership, red tape and the meaningful work paradox
Bibliographic Data
| ID | 11960520 |
|---|---|
| Authors | Abid Hussain (0009-0002-8870-7109, School of Business and Law Edith Cowan University Joondalup Western Australia Australia, corresponding author), Esmé Franken (0000-0001-6869-3155, School of Business and Law Edith Cowan University Joondalup Western Australia Australia) |
| Year | 2025 |
| Publication date | 2025-11-06 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Australian Journal of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0313-6647 • E-ISSN: 1467-8500 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/1467-8500.70019 |
| OpenAlex | W4415960404 |
| Language | EN |
| References cited | 67 |
While meaningful work is widely recognised as a driver of job satisfaction, the role of leadership style and bureaucratic constraints in shaping this relationship remains underexplored. This study addresses this gap by investigating how laissez‐faire leadership and red tape moderate the meaningful work–job satisfaction relationship among Australian public sector employees ( N = 277). The findings reveal that laissez‐faire leadership strengthens this relationship, suggesting that the autonomy it provides enhances the benefits of meaningful work, contrary to its traditionally negative portrayal. In contrast, red tape significantly weakens the relationship, highlighting the adverse effects of bureaucratic inefficiencies. These results confirm that meaningful work is a strong predictor of job satisfaction, but its impact is highly dependent on organisational context. Given the occupational composition of the sample, the findings are most applicable to public sector roles characterised by higher discretion and autonomy. By challenging conventional views of laissez‐faire leadership as detrimental, this study contributes to leadership and public administration research, demonstrating that its effects can be contingent on work meaningfulness and job autonomy. The findings emphasise the need for public sector reforms to reduce bureaucratic constraints and develop leadership approaches that balance autonomy with structured support. Future research should further explore these dynamics across diverse occupational groups and governance contexts for broader applicability and to refine leadership and organisational policies. Points for practitioners Laissez‐faire leadership can enhance job satisfaction when meaningful work is present; therefore, public sector leaders should consider providing employees with greater autonomy and flexibility, especially when tasks are intrinsically motivating. Red tape erodes the positive effects of meaningful work, so reforms aimed at streamlining processes and reducing administrative burdens are essential. Promoting meaningful work by aligning organisational objectives with employees’ personal and societal values can significantly boost job satisfaction, especially in sectors like public service where mission alignment is crucial. While laissez‐faire leadership may work well in certain environments, managers should balance autonomy with appropriate support to maximise job satisfaction and engagement
Autonomy · Bureaucracy · Corporate governance · Discretion · Job satisfaction · Leadership style · Public sector · Shared leadership · Work (physics · Job Satisfaction and Organizational Behavior · Work-Family Balance Challenges · Workplace Spirituality and Leadership
Employees without a Cause
A Meta-Analytic Test of the Challenge Stressor–Hindrance Stressor Framework
Developing and investigating the use of single-item measures in organizational research.
Fostering meaningful work in organizations
Psychological safety
Exploring the Job Demands–Resources Model of Work Engagement in Government
Public Leadership
On the meaning of work
Red Tape and Public Service Motivation
Linking job demands and resources to employee engagement and burnout
Making Sense of Public Value
Measuring Meaningful Work
The Job Demands‐Resources model
The relationship between laissez‐faire leadership and burnout
Where to for Public Value? Taking Stock and Moving On
Red Tape
Crossing the line
Administrative burden as a constraint on freedom in the modern welfare state
Creating Meaningfulness in Public Service Work
Job Satisfaction In The Public Sector
Public Service Motivation and the Assumption of Person—Organization Fit
Leadership and Meaningful Work in the Public Sector
Relational job characteristics and job satisfaction of public sector employees
Recovering the Craft of Public Administration
Feeling out’ the rules
The Motivational Bases of Public Service
Red Tape, Organizational Performance, and Employee Outcomes
A Theory Of Government “Red Tape
Why Elephants Gallop
Red Tape and Public Employees
The Importance of Ethical Leadership and Personal Control in Promoting Improvement-Centered Voice among Government Employees
| Citation velocity | historical |
|---|---|
| Highly cited | No |