Laissez-faire leadership is based on trust.

People who enjoy wide degree of latitude in

making decisions and working on projects
autonomously are often most comfortable with
laissez-faire leaders.
Laissez-faire leadership, also known as delegative
leadership, is a type of leadership style in which leaders are
hands-off and allow group members to make the decisions.

In laissez-faire environment, it is acceptable for employees to

make mistakes in the innovation process. Workers have the
confidence to apply innovation to achieve their goals without
receiving a reprimand for mistakes.
 The pervading theory of the 19th
century was that individuals pursuing
their own desire end, would thereby
achieve the best results for the
society of which they were part. The
function of the state was to maintain
order and security

But laissez-faire advocates

nonetheless argued that
government has an essential role in
enforcing contracts as well as
ensuring civil order.
 The philosophy's popularity reached its
peak around 1870. In the late 19th
century, the acute changes caused by
industrial growth and the adoption of
mass production techniques proved
that laissez-faire doctrine
insufficient as a guiding philosophy.
In the wake of great depression in the
early 20th century, laissez faire yielded to
Keynesian economics named John Maynard
Keynes a British, which held that
government could relieve unemployment
and increase economic activity through
appropriate as policies and public
expenditures.
Delegative leadership or Laissez-faire leadership is a
method that assesses the unique talents of each
employee and assigns responsibilities accordingly.

The short version of laissez faire leadership: "do what

you want as long as you get the job done right”

Loosely translated from its French origins, laissez-

faire means "let it be" or "leave it alone". In practice, it
means leaders leave it up to their subordinates to
complete responsibilities in a manner they choose
without requiring strict policies or procedures.
Kurt Lewin is often credited with developing the
concept of Laissez-faire leadership. Although Lewin
recognized Laissez-faire leadership as one of the
three primary management styles, he did not subscribe
to it as his preferred leadership method. Lewin simply
identified Laissez-faire leadership as the opposite of
autocratic leadership.

Along with researchers Ronald Lippitt and Ralph K.

White, Lewin identified the Laissez -faire leadership
style in the 1930s study "leadership and group life".
They recognized Laissez-faire leadership as requiring
the least amount of managerial oversight.
One of the top benefits of Laissez-faire
management is that it allows workers
to assume responsibility for their
successes as well as their challenges.
This make them more invested in the
overall process.
However, ultimately, accountability
remains with the leader of each team.
Because creative environments
hold employees accountable while
also allowing them to be creative,
this typically leads to employees
staying longer in the company.
Employees feel they have permission
and authority to try new things, think
outside the box, and do things they are
passionate about. Hands-off leaders
help creativity thrive by not giving too
many instructions or expectations for
how a goal is reached.
Since Laissez-faire work
environments tend to have less
structure and rules, employees
are likely to be more relaxed. A
low-pressure workplace can
often lead to higher job
satisfaction and productivity.
Not good for groups, lacking needed skills,
motivation, adherence to deadlines.
Result in a lack of accountability for
organizations, groups, or teams and failure
to achieve goals.

Leader may appear uninvolved.

Confusion over roles in the group