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Impact of “Laissez-faire” Leadership Style:
A Research Proposal
Carlos A. Molina
School of Business, Liberty University
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Impact of Senior Chaplain Leadership on Team
Background
The U. S. Army Chaplain Corps members work in unit ministry teams composed of
chaplains and religious affairs specialists (RAS) to provide religious support to Soldiers and their
families and assist them in developing the spiritual resiliency needed to survive and thrive in the
military. To fulfill their critical tasks relevant to their assignment and positions, Chaplains and
RSAs demonstrate consistent proficiency (U. S. Department of the Army, 2015). Wheelan et al.
(2021) state that any team's performance is affected by their leader's leadership style and
identified transformational leadership as promoting team performance.
Problem Statement
The general problem to be addressed is the use of a laissez-faire leadership style,
resulting in decreased team member performance and increased risk of mission failure. Breevaart
and Zacher (2019) describe laissez-faire leadership as ineffective and lacking responsibility, as
the leader eludes interrelating with followers. Norris et al. (2021) note that laissez-faire describes
the void of leadership, and followers of leaders with this style view them as uncaring regarding
their needs and irresponsible in their duties. Robert and Vandenberghe (2020) note that while
laissez-faire remains understudied, its negative impact on leaders and followers is well-known,
including decreased employment fulfillment and leader helpfulness. Fosse et al. (2019) noted
that in military organizations, laissez-faire has been considered destructive leadership. The
specific problem to be addressed is using a laissez-faire leadership style in a U. S. Army
religious support office in Germany, resulting in the possible decreased mission fulfillment of
team members and the potential failure of religious support in their area of operations (AO).
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Purpose Statement
This qualitative single case study investigates the effects of the use of a laissez-faire
leadership style in the U. S. Army. This research attempts to understand how this leadership style
impacts RSO team member satisfaction and effective religious support operations in their current
duty station. Holenweger (2023) states that effective military leaders use multiple leadership
approaches to meet the exceptional challenges military personnel confront. Thus, the study will
investigate other leadership styles, such as transformational and servant leadership, as possible
alternatives for success.
Nature of the Research
The research is a qualitative single case study because it is the best way to capture the
perception of the subjects interviewed regarding the leadership problem identified (Creswell &
Poth, 2018). The research paradigm for this study is critical realism, which provides “a
philosophically coherent and reflexive framework” that aligns with the Christian worldview
concept of a reality brought about by a transcendent being, God (Schmidt, 2023, p. 24).
Discussion of the Research Paradigm
Paradigms act as all-encompassing structural frameworks that shape our understanding of
reality, the process of acquiring knowledge, and the methods we use in research (Schmidt, 2023).
The research is based on the philosophical argument of critical realism. Critical realism posits
that the world operates as an open system characterized by emergent properties. It opposes
positivism, which asserts that the world functions on a cause-and-effect algorithm with a single
observable reality (Park et al., 2020). Likewise, it differs from the extreme constructionist or
post-modern perspective, which portrays the world as living, ever-changing, and based on
cultural interpretation (Robson & McCartan, 2016).
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Discussion of Design
A flexible design has been selected for this study due to its qualitative nature. Robson and
McCartan (2016) point out that the flexibility aspect is not limited to the research questions but
also to the researcher himself, who must maintain an “enquiring mind, be a good listener, remain
adaptive to change, be able to interpret the information gathered, and open to the evidence
contrary to their hypotheses.
The study will use one-on-one interviews and open-ended questionnaires to gather
information from the team members regarding the leadership style in the religious support office.
The interviews and the answered questionnaires will be classified to generate a picture of the
impact of the current state of leadership on team members and to understand their perspective
and overall attitude toward it.
Discussion of Method
Social sciences usually use flexible or qualitative research because it contributes to a
better understanding of the various dimensions of society. Flexible methods provide dependable
data and create a picture that allows the researcher to see how different cultures worldwide
perceive issues such as leadership (Caduff et al., 2023). Given this research's interest in
discovering the impact of laissez-faire leadership on a religious support team, the flexible
method is considered the best approach.
In contrast, a fixed method focused on numbers and statistics is not appropriate because
of the study's intent, the small size of the group being studied, and because it would not address
the fundamental questions of the study. Caduff et al. (2023) note that qualitative methods have a
key role to play in investigations of complex realities and in conducting rich exploratory studies
while embracing rigorous and philosophically grounded methodologies” (p. 41).
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Case Study
Robson and McCartan (2016) define a case study as “a strategy for doing research which
involves an empirical investigation of a particular contemporary phenomenon within its real-life
context using multiple sources of evidence” (p. 150). In a case study, the researcher must rely on
the evidence from the interviews, observations, or questionnaires of an ongoing real-life
situation. According to Wohlin (2021), the two most distinctive characteristics of case studies are
that they explore a “contemporary phenomenon” in a “real-life context” (n. p.). Case studies
allow the researcher to understand the research subjects from multiple perspectives, encouraging
researchers to maintain an attitude of discovery for what they have yet to see (Caduff et al.,
2023).
This research project will be conducted as a single case study method, enquiring about
the current leadership style affecting the RSO team in Bavaria. The purpose of the case study is
to discover the team members' opinions on the leadership style of the current senior chaplain and
understand how his laissez-faire style affects the team’s performance in accomplishing their
mission.
Research Questions
Barroga and Matanguihan (2022) state that the study aims to answer the research
question. They state that qualitative research questions, unlike quantitative ones, are constantly
“reviewed and reformulated” (p. 4). Qualitative questions have different purposes, such as
identifying existing conditions, describing a phenomenon, evaluating research, assessing the
relationships between the subjects and the phenomenon, and exploring the unknown.
RQ1 What is the perception and experience of team members of the RSO regarding the
leadership style of the senior chaplain in the religious support office in Bavaria?
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RQ1a What leadership styles contribute to reducing RSO team member performance?
RQ1b What leadership styles contribute to enhancing RSO team member performance?
RQ2 How do team members' perceptions of the senior chaplain's leadership style influence their
satisfaction with mission fulfillment and the effectiveness of religious support operations in their
current duty station?
RQ3 What leadership styles contribute to improved team member satisfaction and operational
success?
Key Terms
Laissez-faire Leadership
Laissez-faire leadership has been described as a form of engagement avoidance with
followers that lacks responsibility. Some have defined it as non-leadership. (Breevaart & Zacher,
2019). Laissez-faire leaders are usually nowhere to be found during critical moments when their
followers need them most (Hu et al., 2022).
Religious Support Team
The RST is composed of chaplains and enlisted personnel. They serve as advisors to
commanders and enable the religious expression of service members from all branches and their
family members when in garrison (Joint Chiefs of Staff, 2013).
Servant Leadership
Servant leadership is the idea that a person leads followers from a deep desire to assist
them in reaching their full potential by putting their needs first and enabling them (Northouse,
2018). For servant leaders, leadership is nothing more than serving others (Blanchard & Hodges,
2003).
Transformational Leadership
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At its core, transformational leadership facilitates the transformation of people through a
comprehensive focus on what people need and what motivates them as human beings
(Northouse, 2018). This style positively stimulates teams to increase performance (Wheelan et
al., 2021).
Implications for Biblical Integration
The biblical leadership perspective is imbued with the idea of valuing others as much as
one values oneself. The biblical record establishes that effective leadership comes from a deep
desire to serve and honor God first by loving others as ourselves (New International Bible,
1978/2011, Mark 12:28-31). Indeed, the bible speaks against a selfish attitude. The apostle Paul
explicitly wrote the early church in Philippi, “Do nothing out of selfish ambition or vain conceit.
Rather, in humility value others above yourselves, not looking to your own interests but each of
you to the interests of the others” (Philippians, 2:3-4). Paul’s admonition does not happen in a
vacuum; instead, it is based on Christ’s example who “being in very nature God, did not consider
equality with God something to be used to his own advantage” (Philippians, 2:6).
Jesus was clear regarding what type of leadership he expected from his disciples. In
contrast to what they saw in the leaders of their time, who were selfish and abusive and ignored
the needs of their people, they were to become each other’s servants and even slaves, following
Christ’s example (New International Bible, 1978/2011, Mark 12:28-31). This, however, was not
a new teaching. Speaking of King Solomon, Merida (2015) notes, "He was to rule differently
from others. He was not supposed to lead as a law unto himself” (p. 13). The Lord had
commanded through Moses that the king was supposed to write a copy of the “Torah” for
himself, and he was to read it daily. This was because he should “not consider himself better than
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his fellow Israelites and turn from the law to the right or to the left” (New International Bible,
1978/2011, Deuteronomy 17:18-20a).
When laissez-faire leadership is compared and contrasted with the biblical leadership
model, it is easy to see their incongruencies. Laissez-faire leadership is centered on the leader
with little or no regard for followers failing to communicate clearly or provide necessary
feedback (Buch et al., 2014; Hu et al., 2022; Yang, 2015). On the other hand, biblical leadership
is centered on worshiping God first and foremost and loving the other as oneself. Jesus Christ
serves as the embodiment of the biblical leadership model. He is the suffering servant who draws
no attention to himself and instead puts the needs and interests of humanity first because of his
love for God the Father (New International Bible, 1978/2011, Isaiah 53). Through his obedient
behavior, Christ demonstrated the transformative power of servant leadership (Blanchard &
Hodges, 2003), dismissing any question of the viability of laissez-faire leadership.
Chaplains are military, religious leaders who have been called to serve the religious needs
of the nation's service members and their families during times of peace and during times of war,
at home and abroad. Army military doctrine calls for leadership styles that put the needs of the
military community ahead of their own. Thus, any leadership style adopted must comply with the
Army’s doctrine to empower the RST and ensure the fulfillment of the mission. For military
chaplains of the Christian tradition, biblical leadership is the perfect paradigm to fulfill the
military mandate and engage RST members in a way that demonstrates care and concern for
them, ensuring mission success.
Summary of Project Justification
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The current performance level in the RSO in one garrison in Bavaria, Germany, has
largely deteriorated due to the senior chaplain's laissez-faire leadership style. This single case
study uses a critical realism paradigm through a flexible methodology to gather data via
interviews and an open-ended questionnaire from the team members' perspective to compare and
contrast with existing literature to identify possible solutions to the perceived problem of
decreased RST member performance resulting from a laissez-faire leadership style.
Impact of “Laissez-faire” Leadership Style: A Research Proposal
This literature review aims to explore the current understanding of the impact of laissez-faire
leadership style on employees. Some of the literature researched is focused on the effects of
laissez-faire leadership in the military, which is the organizational setting for this case study.
Broadly agreed-upon aspects within the current research include the need for effective leadership
to achieve organizational objectives, the importance of a supportive psychosocial work
environment, and the impact of various leadership styles on organizational performance, job
satisfaction, and employee motivation. Additionally, there is consensus on the significance of
emotional intelligence, team autonomy, and the potential use of contextual measurements in
military settings. Furthermore, there is agreement on the relevance of understanding different
forms of destructive leadership and the need for longitudinal and experimental designs to address
causality in leadership studies. Since followers tend to evaluate leaders differently than leaders
consider themselves, it is relevant to understand the perspective of the followers (Fors Brandebo
et al., 2018; Northouse, 2018).
Research Strategies
Most of the research articles reviewed used a quantitative approach to collect data
through paper or online surveys. Several of the studies used multiple surveys in the form of pre
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and post-questionnaires (Madjan & Jayasingam, 2019; Nybraten & Pedersen, 2018; Sefidan et
al., 2021; Wong & Giessner, 2016), while others used a single event (Al Khajeh, 2018; Altheeb,
2020). Two or more studies used different questionnaires to address various aspects of their
research and one study was based on a systematic review and meta-analysis of the literature
(Fosse et al., 2019). These different data collection approaches reflect the adaptability of the
researchers and the importance of tailoring the methods to fit the specific context and objectives
of each study. Most of the studies confirmed previous studies regarding the adverse effects of
laissez-faire leadership, and only one study proposed a different view of laissez-faire as a
possible positive leadership approach if adequately understood.
Identifying Gaps in Past Studies
One notable gap is the lack of extensive diversity in the study samples, primarily
focusing on specific military units or organizations. Future research could benefit from
incorporating broader and more diverse samples to enhance the generalizability of findings
across various military settings (Abdurachman, 2022). Employing longitudinal or experimental
methodologies is essential to establish causal relationships conclusively. While several studies
can identify some correlations and mediation effects, using longitudinal methodologies may
provide more robust evidence regarding causality. Only two of the literature reviewed were
longitudinal studies.
Future studies should be designed to consider military personnel in combat settings,
seizing unique features of the military profession and conducting research among service
members of other nations and cultures outside the US (Fosse et al., 2019). Further advancement
in understanding destructive leadership within the military domain could benefit from enhanced
exploration of research methodologies and structures. Additionally, enhancing studies on
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destructive leadership by integrating registry data and third-party evaluations is an essential
opportunity for new investigations (Fosse et al., 2019).
Mapping Research Ideas
The literature review process assists in determining what research has taken place. It can
serve as an indicator of the relevance of the proposed study and avoid potential waste in
research. However, one must also consider the research's value for those directly involved (Lund
et al., 2021). Further, to ensure the best research quality, the researcher must adhere to the
highest standards of research conduct. In qualitative studies, the researcher becomes part of the
process, adding value to it (Goodman et al., 2020). Unlike the literature researched, this case
study will focus on conducting individual interviews and an open-ended questionnaire.
Participants will be encouraged to express their perspectives on each question item.
This literature review includes several journals, of which all the articles included are
peer-reviewed. The journals include International Journal of eBusiness and eGovernment
Studies, Journal of Human Resources Management Research, Propósitos y Representaciones,
Psychological Reports, European Journal of Work and Organizational Psychology, Journal of
Clinical Epidemiology, International Journal of Business and Management, Journal of
Psychology in Africa, Journal of Military Studies, International Journal of Academic Research
in Business and Social Sciences, Sustainability, Work and Stress, Land Forces Academy Review,
Journal of Management, Journal of Management Development. The resources were found
through the Jerry Falwell online library and Google Scholar. All the literature considered is peer-
reviewed.
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The keywords or phrases used to select the literature included laissez-faire leadership,
laissez-faire and military leadership, employee satisfaction and laissez-faire leadership, Soldier
motivation and leadership, and organizations and leadership.
Literature Review
This literature review focuses on the relationship between laissez-faire leadership and
Soldier motivation. The research study project seeks to understand the impact of laissez-faire
leadership on Soldier's perception of leadership and the overall effect on the mission. The
research focuses on how leadership styles influence service members in military organizations
worldwide.
The Role of Leadership in Military Organizations
Leadership is a pivotal element of any organization. In military organizations, the
relevance of leadership is even more significant due to the life-and-death decisions commanders
must make (Abdurachman, 2022). Three leadership theories can be observed in military
organizations: laissez-faire, charismatic, and situational leadership. Each of these leadership
theories presents advantages and disadvantages under various circumstances. The author's study
used a cluster sampling technique to ensure a wide diversity of participants of all ranks and
corps. Additionally, scales specific to each leadership style were used to ensure the results'
validity (Abdurachman, 2022).
The correlation analysis of the leadership styles indicated that laissez-faire leadership has
a negative correlation between laissez-faire leadership team performance and mission
fulfillment. This finding aligns with previous literature cited by the authors and points to the
need for leaders to be engaged (Abdurachman, 2022). The study also provided empirical
evidence of a positive relationship between charismatic leadership and achieving organizational
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goals. Likewise, situational leadership had positive results concerning the achievement of
organizational goals. The study discovered a negative relationship between laissez-faire
leadership and team efficiency. Of note is that the study found that a team's autonomy level
mediated the impact of each leadership style (Abdurachman, 2022). Wheelan et al. (2021) note
that as groups develop into high-performance teams, leader involvement becomes less directive
and more consulting. Thus, the author's findings regarding leadership style and team mediation
align with team leadership theory.
Leadership Styles and Unit Performance
Soldiers are members of units that must complete their assigned mission with a high level
of performance. Similar to teams in other organizations, these units require leaders with the
proper leadership style to facilitate mission success. Al Khajeh (2018) analyzed the impact of six
different leadership styles (autocratic, democratic, transactional, transformational, and
bureaucratic) on the organization's performance. Using a quantitative approach, he surveyed
employees from twenty organizations, measured their responses on a Likert scale, and further
demonstrated the reliability of the data using Cronbach’s alpha coefficient values for each
leadership style (Al Khajeh, 2018).
Al Khajeh’s (2018) results indicated that transactional, charismatic, and bureaucratic
leadership styles negatively impacted organizational performance even if they had some use on
short-term projects because they do not promote team member development. On the other hand,
the democratic, transformational, and autocratic leadership styles demonstrated a positive
correlation to organizational performance. The author noted that the study's results align with
previous literature, except for transactional leadership. Al Khajeh (2018) highlighted the
relevance of team member engagement and an overall sense of belonging to increase
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organizational performance. The study supports the need for military leaders to engage in
leadership styles that promote Soldier development to accomplish the unit’s mission.
Soldier Motivation and Leadership Style
The challenges Soldiers face in the 21st century and the critical requirements for mission
success demand leadership styles that will motivate Soldiers to perform in the worst of
circumstances. Altheeb (2020) studied four leadership styles (authoritarian, paternalistic,
transformational, and laissez-faire) to determine the influence each had on employee motivation.
This survey was conducted in Saudi Arabia amidst a work environment dictated by team and
committee taskings at all levels. Surveying multi-national personnel from different areas, he
analyzed 130 surveys through SPSS 22. His results demonstrated that all four correlated
positively to motivation, although the correlation was weak in the case of laissez-faire (Altheeb,
2020).
Contrary to their second hypothesis, the results also demonstrated that authoritarian
leadership does not enhance employee motivation. Additionally, laissez-faire leadership was
shown to have severe limitations in motivating employees. The results of this study align with
previous literature regarding the efficacy of laissez-faire leadership (Altheeb, 2020). Nybraten
and Pedersen (2018) point out that laissez-faire leadership is the worst approach to employee
motivation due to the leader’s general lack of interest in them and their needs. Additionally,
Altheeb’s (2020) study validates the transferability of leadership motivational effects to different
industries and people from various nationalities.
Soldier’s Job Satisfaction and Leadership
The armed forces are not exempt from the problems of job and career satisfaction.
Leadership plays a vital role in enhancing or diminishing the level of satisfaction Soldiers enjoy,
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especially given the unique circumstances of the military profession. Fors Brandebo et al. (2018)
investigated the effects of constructive and destructive leadership among 300 soldiers of an all-
voluntary force to determine their impact on job satisfaction. Citing previous studies and
leadership literature that identifies transformational leadership as particularly appropriate within
the military context, they established that this leadership approach is conducive to job
satisfaction among soldiers and thus classify it as constructive (Fors Brandebo et al., 2018).
On the other hand, Fors Brandebo et al. (2018) describe destructive leadership as active
or passive behavior that is repeated systematically and that soldiers deem detrimental. Laissez-
faire is identified as passive destructive leadership, although the authors recognize the existence
of literature that views it in a somewhat different light. The survey participants represented all
three components of the Norwegian armed forces and a broad age range of male and female
soldiers. Fors Brandebo et al. (2018) used the Destrudo-L questionnaire to measure destructive
leadership behaviors and the Developmental Leadership Questionnaire to measure constructive
leadership behaviors. Their results demonstrated that constructive leadership has a more
powerful positive correlation to job satisfaction than destructive leadership negative correlation.
The study also noted constructive leadership's impact on organizational culture versus
destructive leadership's impact on organizational climate. Notably, Fors Brandebo et al. (2018)
cited previous literature stating that laissez-faire or passive destructive leadership has a long-
lasting effect on the organization.
Destructive Military Leadership
Often, military leadership is portrayed in negative contexts in movies, documentaries, and
even news media. Destructive leadership behavior can be found in any organization, yet few
organizations deal with the stress levels and significance of consequences than the armed forces.
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These circumstances can push leaders to behave aggressively or in a laissez-faire manner that
hinders their soldiers' mission and safety (Fosse et al., 2019). The study's authors recognized the
unique nature of the military enterprise and the stark differences between leadership in the
military and other organizations. They surveyed 27 studies, 14 focused on active, destructive
leadership, and 15 focused on passive destructive leadership in the military, “to estimate the
mean correlations between active forms and passive forms of destructive leadership behaviour
and various correlates, based on studies conducted in a military context” (Fosse et al., 2019, p.
709).
The results of the meta-analysis by Fosse et al. (2019) confirmed that destructive
leadership, whether active or passive, negatively influences a leader's performance and
subordinate attitude. More importantly, it supports existing literature regarding the destructive
effects of laissez-faire leadership, albeit studies have yet to be conducted in a deployed
environment. Thus, in this respect, laissez-faire leadership issues resemble those of non-military
organizations because the functions of the personnel involved are similar (Fosse et al., 2019).
Constructive Military Leadership Styles
O O O O O OIn general, the literature reviewed considers laissez-faire leadership as negative. Madjan
and Jayasingam (2019) studied the effects of transformational and transactional leadership on
Soldier hardiness in the Malaysian Army. The authors conducted two pilot tests with non-
commissioned officers in a training environment to augment vignette reliability. In addition to
transformational and transactional leadership theories, they included laissez-faire leadership to
ensure greater reliability and scope. They then conducted two experiments in two phases,
exposing 169 soldiers to a transformational leadership vignette and 143 to a transactional
leadership vignette. (Madjan & Jayasingam, 2019).
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The results of Madjan and Jayasingam (2019) indicate that transformational leadership
positively impacts soldier hardiness- the ability to endure hardships- while transactional
leadership does not. The results of this study are significant because they demonstrate the
universal application of leadership styles across cultural differences. Transformational leadership
was validated as an effective means of developing soldier hardiness, and laissez-faire leadership
was rejected from the onset.
Leadership Impact on Soldier Commitment
Concurring with existing literature, Makhathini and Van Dyk (2018) noted that
organizational leadership, among other factors, is associated with soldier commitment. As with
leadership, commitment to military organizations has far-reaching implications beyond civilian
organizations. The researchers surveyed 150 South African Infantry soldiers using the
Multifactor Leadership Questionnaire (MLQ) to measure aspects of transformational,
transactional, inspirational motivation, intellectual stimulation, and passive avoidance leadership
styles (Makhathini & Van Dyk, 2018). They also used three additional instruments to survey
organizational climate, satisfaction, and soldier commitment.
While the results align with previous studies, the study itself did not provide any
additional insight regarding the relevance of leadership in the context of military organizations.
Interestingly, laissez-faire leadership predicted affective commitment, which, according to
Makhathini and Van Dyk (2018), is supported by a previous study. However, the study could not
identify if there is a correlation between this and the rank of the respondents.
Leadership and Emotional Distress
The responsibility that leaders bear for the well-being of their followers is significant
(Olsen et al., 2023). In their study, Olsen et al. (2023) propose that leaders may be able to
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provide social support during the early stages following a traumatic event, depending on their
leadership approach. They hypothesized that authentic leadership strengthens the relationship
between emotional distress and post-traumatic growth (PTG), while laissez-faire leadership
buffers it.
The cross-sectional study was conducted among veterans of the Norwegian Armed
Forces who served as peacekeepers in Lebanon between 1978 and 1998. The average time since
the veterans left the organization was 27 years. The survey analyzed more than 10,600 responses,
ultimately reducing it to 5,686 soldiers who were the victims of trauma and 1,967 who
experienced moral trauma (Olsen et al., 2023). Of the entire group, 1,458 soldiers reported both
victim and moral trauma. Both laissez-faire and authentic leadership were measured, but no
evidence was found suggesting a correlation between leadership and PTG. While the authors
suggest some reasons that can explain the lack of evidence, such as peer-driven emotional
support and different leadership styles than the ones included in the study, these are just
speculations.
Leadership and College Army Officers
The study by Rahman et al. (2019) investigated the relationship between leadership style
and job satisfaction among officers working at the Malaysian Army College. While the sample
size represented 95% of the overall target group, the total number of participants was 52, making
this one of the smaller studies reviewed. The survey consisted of two scales: the Job Satisfaction
Scale, measuring the level of satisfaction through ten-item selection with a Likert scale of one to
five, and the Leadership Style Scale, measuring the level of agreement and disagreement with the
18 statements on leadership style, also using a one to five Likert scale.
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According to Rahman et al. (2019), their cross-sectional study demonstrated that neither
the authoritarian nor laissez-faire leadership styles correlate significantly with job satisfaction. In
contrast, the democratic leadership style does have a significant relationship with job satisfaction
among Army college officers. The authors recommend that the Ministry of Defense employ a
democratic leadership style to augment the level of job satisfaction and retention in the armed
forces. As other studies reviewed, this study was conducted in a garrison environment among
soldiers who work in environments very similar to that of other civilian organizations, i.e.,
colleges and universities. Rahman et al. (2019) fails to offer a comparison or contrast between
civilian organizations and the significant disparities in the outcomes resulting from decisions
made by military leaders, both in the short term and long term. Thus, while their survey may
have internal validity, it is doubtful that it is reliable.
Assessing Military Leadership Over Time
The study conducted by Sefidan et al. (2021) is the only longitudinal study of the effects
of transformational leadership in military organizations in this review. Interestingly, the authors
point out that their study is the first of its kind in Norway's military. Accepting the ample
literature regarding the positive correlation between transformational leadership and military
organizations, the authors conducted a three-phase study where one of the goals was to measure
the perceptions of recruits regarding transformational leadership during the first 11 weeks of
training (Sefidan et al., 2021).
The study's first phase developed a baseline by administering the survey during the first
week. Then, during week seven of their basic military training, the soldiers evaluated the
leadership style of their cadre. Finally, during week 11, they retook the initial survey. One of the
limitations of the survey was that it was only offered in German. As a result, 126 soldiers were
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excluded due to language barriers, among other reasons. To assess the leadership style, Sefidan
et al. (2021) used the short form of the multifactor leadership questionnaire (MLQFS). As
expected, there was a positive correlation between transformational leadership and higher
achievement motivation in week 11. The study also revealed that those who scored higher in
their achievement motivation during the baseline survey had higher scores for transformational
leadership style for both week seven and week 11 of the training (Sefidan et al., 2021). The study
confirmed that subordinates respond positively when leaders practice transformational
leadership, supporting existing literature regarding military leaders' effects on their subordinates.
Charismatic Leadership in the Military
In this paper, Stănciulescu and Beldiman (2019) argue the case for charismatic leadership
as the solution to military leadership. Due to the armed forces ' constitutional role, they recognize
the uniqueness of military organizations, notably the Army. The authors recognize that the
military leader’s influence directly affects the effectiveness and efficiency of the troops,
primarily because of the military organization's hierarchical style (Stănciulescu & Beldiman,
2019). While Stănciulescu and Beldiman (2019) refer to leadership styles in the military, they do
not provide any. Instead, they give a general definition of leadership, arguing that military
leaders need more than authority to command their troops.
The authors of the study correctly presented how military organizations differ from
civilian ones and the particular leadership needs both military leaders and soldiers have given the
volatility, uncertainty, complexity, and ambiguity (VUCA) of military operations. However,
Stănciulescu and Beldiman (2019) failed to account for various military leadership styles
recognized throughout the literature. They did not provide evidence of the studies they referred
to claiming the chasm between officers and non-commissioned officers in modern Armies.
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Further, their description of the charismatic leader provides no references to the leadership
literature, nor does it account for the criticisms of that trait leadership approach.
Lastly, it is challenging to picture how such a leader who is primarily concerned with
managing what others think of him to attain social power and self-actualization (Northouse,
2018) would be an excellent military leader when current literature points to other leadership
styles such as transformational as demonstrably better suited for the military organizational
environment (Madjan & Jayasingam, 2019; Makhathini & Van Dyk, 2018; Sefidan et al., 2021).
Ultimately, the authors needed to demonstrate a sufficient evidence-based approach (Lund et al.,
2021) to their paper, minimizing its overall academic value.
Laissez-Faire vs. Empowering Leadership
Laissez-faire and empowering leadership are different but often confused by followers
(Wong & Giessner, 2016). As mentioned earlier in this literature review, laissez-faire leadership
is often considered destructive (Fors Brandebo et al., 2018). Wong and Giessner (2016) note that
empowering leadership is seen as a potent method for unlocking untapped human potential when
executed effectively. Conversely, laissez-faire leadership is commonly regarded as ineffective.
However, they cite previous studies demonstrating that employee misperception of leaders
employing empowering leadership can lead to resistance and diminished productivity (Wong &
Giessner, 2016).
Their six-month longitudinal study revealed that followers have difficulty differentiating
between empowering and laissez-faire leadership styles, often characterizing empowering
leaders as laissez-faire leaders. These results question the assumption that the two are easily
distinguishable because of the active nature of empowering leadership versus the passive nature
of laissez-faire leadership. Further, the authors suggest that followers' implicit leadership theories
RESEARCH PROPOSAL 22
have a more significant role in their evaluation of leaders than the leaders' actual behavior. In
other words, a leader can behave in an empowering fashion and still be perceived as Laissez-
faire. The authors highlight that leaders need to communicate their intent better and consider the
followers' needs and expectations when implementing empowering leadership. Wong and
Giessner (2016) concluded that followers interpret empowering leadership behavior through their
empowerment expectations. Thus, leaders must take follower's empowerment expectations into
account when exercising empowering leadership to minimize follower misunderstanding that
may lead to diminished leadership effectiveness and follower productivity (Wong & Giessner,
2016)
Possible Positive Effects of Laissez-Faire
Yang (2015) argues that while most literature considers laissez-faire as non-leadership or
a passive form of destructive leadership, the problem resides in how it is being defined and
measured rather than in the theory itself. The author recognizes that empirical research
supporting the benefits of laissez-faire leadership is rare but sufficient, at least from his
perspective, to investigate the aspects of laissez-faire leadership that can prove positive (Yang,
2015). The research focuses on the behavior rather than the idea of leadership.
Yang (2015) argues that since laissez-faire was deemed negative from the onset, more
research should be conducted compared to other leadership styles. Instead, he proposes a more
neutral approach based on behavior such as non-involvement instead of being absent. The author
concludes that laissez-faire leadership is not in contrast with other types of leadership but instead
that laissez-faire should be used strategically depending on the situation and acknowledging that
follower perception is a moderator of leadership effectiveness, suggests that laissez-faire
leadership can be considered as deferential by followers (Yang, 2015)
RESEARCH PROPOSAL 23
Transition and Summary
This literature review explored existing research on the effects of laissez-faire
leadership in military organizations and the moderating factor of follower perception. The
investigation results demonstrated a general agreement in the literature regarding the adverse
effects of laissez-faire leadership in military organizations worldwide. While the research on
laissez-faire leadership is limited, it seems sufficient for the present study.
Impact of “Laissez-faire” Leadership Style: A Research Proposal
The study aims to discover five soldiers' perspectives regarding their supervisors'
leadership styles. Thus, it will be qualitative in nature and conducted as a single case study.
Creswell and Poth (2018) describe case study research as a flexible approach used by researchers
to investigate a real-life, contemporary bounded system (a case)” (p. 96). In other words, a case
study looks at the phenomenon and how it relates to its context in a specific setting
(Tomaszewski et al., 2020). Creswell and Poth (2018) further explain that the case study takes
place over time and uses various data-gathering sources, such as interviews and documents, that
are then used to write a case report. The semi-structured interviews will allow the researcher the
flexibility needed with each participant. Robson and McCartan (2016) note that semi-structured
interviews are best for small case studies like this one. A case study can be a complete study by
itself and provides ample description of the relationships of the different factors (Tomaszewski et
al., 2020). Thus, it was selected as the best method or approach for this study.
Participants
The participants of this study will be two non-commissioned officers (NCOs), one field
grade officer (FGO), and one civilian. All of the participants are male since the team currently
does not have any female members. The maximum number of participants for this study is four.
RESEARCH PROPOSAL 24
This researcher will interview participants in two different settings. The first will be individually
and the second in a group setting. The NCOs will meet separately from the FGO and the civilian,
constituting their own group. The interviews will end once the participants express that there is
nothing else they want to add to the questions presented. The participants vary in rank, gender,
race, culture, religion, and work experience and are selected to maximize different group
dimensions (Hong, 2019).
Population and Sampling
The participants selected for this study will consider the consequences of the laissez-faire
leadership style of the senior site chaplain. These four individuals represent all the ranks in the
RSO team, providing the best representation possible.
Data Collection
Creswell and Poth (2018) suggest that data collection goes beyond the mechanical
process of asking, receiving, cataloging, and processing bits of information. It has an ethical
component to ensure the researcher is not deceiving the participants and that the information is
used for the intended outcome. This researcher will personally conduct the data collection using
single and group interviews, observation, and research of existing documents. This will allow the
fastest response to emerging questions during the interview process.
Data Collection Plan
The data collection plan will include personal one-on-one interviews and two group
sessions. The participants will be informed of their selection and invitation to participate via
email. They will also be provided a copy of the memorandum of understanding (MOU) from the
regional senior chaplain, authorizing them to participate and outlining the ethical boundaries of
the study. The researcher will coordinate with each individual a time and place outside the office
RESEARCH PROPOSAL 25
area for the individual interview. The location selection will be coordinated with the participants
to ensure they feel comfortable with the surroundings and are more prone to engage in the
process fully. The researcher will guide the participant so a reasonable place can be found within
a 10-mile radius of the office, where the interview can be conducted in a semi-private setting. An
alternate means is to interview a secure online face-to-face application, as long as the participant
can be alone and has the camera on for the interview. The time and place for group sessions will
be determined after individual interviews. The two sessions will occur during regular business
hours at a local café. As pointed out by Creswell and Poth (2018), this researcher will ensure
respect for the participants and their welfare and treat all of them equitably. At every step of the
data collection process, participants' privacy will be safeguarded, and their consent will be
validated. Before each interview and group session, participants will be asked to read the
confidentiality and disclosure statements and sign them as evidence they understand and consent
to the same. Caring for the survey participants in this manner will demonstrate the principles of
love and respect introduced by Jesus when he said, “So in everything, do to others what you
would have them do to you, for this sums up the Law and the Prophets” (New International
Bible, 1978/2011, Matthew 7:12).
Face-to-face interviews, including 11 open-ended questions and three demographic ones,
will be conducted, along with nine questions that will be asked during the group sessions. The
answers to each of the questions of both the individual interviews and the group sessions will be
then categorized and coded. The use of notes and recordings of each interview will strengthen
the reliability of this process. Each participant will be informed of the intent to record the session
and asked for consent before recording (Alam, 2020).
RESEARCH PROPOSAL 26
At the end of each interview, the researcher's notes will be kept in a locked cabinet in his
office until they are digitally scanned to his computer, which will be shredded. To ensure
maximum accuracy, the transcription of the recordings will be done by a speech-to-text AI
application and reviewed by the researcher afterward. The digital files will be locked by a
complex password only known by this researcher.
Instruments
Interview guides. All interviews in this research will be semi-structured since they are the
best way to understand each participant’s perspective. Additionally, they allow flexibility to
explore issues that may arise without losing focus of the interview (Adeoye-Olatunde & Olenik,
2021).
The guide consists of 14 questions focusing on the individual’s experience and perception
of the phenomena. The researcher will be open to further explanations by asking questions such
as why or how. The interview will begin with a general explanation of the research and the
ethical safeguards for the participant and the researcher. Participants will be encouraged to ask
any questions before formally beginning and will be prompted to verbally indicate they
understand the explanation given (Robson & McCartan, 2016). The time for the interview will be
set to 30 minutes. However, depending on the participant's engagement, it may be shorter or
longer. If the interview is completed before the agreed time, the researcher will ensure the
participant is satisfied with the answers and that they have expressed everything they wanted to.
On the other hand, if the time expires and the participant is not done, the researcher will ensure
the participant is aware and consents to extending the meeting for another 15 minutes. If a
second extension is needed, the researcher will explain that this will be the last extension,
RESEARCH PROPOSAL 27
ensuring the interview does not last more than an hour, as there will be another opportunity to
share through the group session.
The first question will help understand whether or not there is a variance in perception of
the senior chaplain leadership style based on the participant's age group. Questions two and three
serve the same function as the first, from the perspective of cultural background and rank.
Question number four seeks to recognize any similarities or differences in the participant’s
responses based on how long they have been working in the team. Questions five through seven
focus on the participant’s perception of their role in the team and their understanding of
leadership.
Questions eight through 13 will elaborate on the participant's perception of the senior
chaplain's leadership style and its relation to the team. Lastly, question 14 will ask for any
additional comments to add to previously answered questions and additional responses.
Following is the list of questions that will be used in qualitative data collection:
1. What is your age group? 18-25, 26-34, 35-44, 45-54.
2. What is your Ethnicity?
3. What is your current rank?
4. How long have you been a member of this RSO team?
5. How would you describe your experience as a member of this RSO team?
6. Can you explain what leadership means to you?
7. How would you describe poor or bad leadership?
8. Does the senior chaplain inspire you or motivate you to accomplish the mission? Why
yes or why no?
RESEARCH PROPOSAL 28
9. Do you feel supported by the senior chaplain to accomplish your mission? How is that
support demonstrated?
10. Can you describe the leadership style of the senior chaplain?
11. Do you feel the senior chaplain leadership style puts others first? Why?
12. Do you trust the senior chaplain to look out for your best interests? Why or why not?
13. Do you feel the senior chaplain leadership style is engaging with you and your peers?
Why or why not?
14. Is there anything else you would like to share regarding your perspective of the senior
chaplain’s leadership style?
Focus Group. A focus group will be used to validate each participant's responses and to
gain a greater understanding of the phenomena since participants often stimulate each other to
provide comments that they would not make during an individual interview (Carter et al., 2014).
The questions for the focus groups will be open-ended. The same questions will be used for both
groups, except those specific to their functions. To allow maximum participation and ample
discussion within the allotted time of one hour, the number of questions will be limited to five.
The following questions will be used:
1. Can you share your perceptions of the leadership style in the RSO team?
2. How has the current leadership style influenced you as a member of the RSO team?
3. What have been the effects of this leadership style on your leadership style?
4. Can you tell a story of a particular event in which the current leadership style affected the
team directly?
5. After hearing from your peers, Is there anything else that comes to mind that you would
like to share concerning the current leadership style?
RESEARCH PROPOSAL 29
Data Organization
The data from the interviews will be transcribed into digital format, combining the
researcher's interview notes with the transcript of the recorded sessions. Each interview will be
saved as an individual file. A preliminary reading will be conducted to identify codes and reduce
them into a system highlighting existing patterns (Creswell & Poth, 2018). Creswell and Poth
(2018) review several industry-standard software applications to process data resulting from
qualitative studies, such as written notes, audio, and video files. Among these are Atlas.ti,
MAXQDA, and NVivo. Having analyzed the different features, platform compatibility, and
pricing, this research will use Atlas.ti to process all the data.
Data Analysis
Analyzing data in qualitative studies begins when the study itself does. Every interaction
with participants is a data-gathering and analysis opportunity, unlike quantitative research, where
the data is analyzed after the fact (Robson & McCartan, 2016). Each individual interview will be
recorded using the Zoom Podtrack P4 digital recorder with a 128GB memory card and 20 hours
of battery time. This model was selected because it allows the user to connect lapel microphones
directly to it, thus reducing external noise and ensuring the clearest digital recording of the
participant’s voice. The audio files will be uploaded to Atlas.ti to be processed, coded, and
analyzed. A secure audio file copy will be stored on an external drive dedicated to the research.
The drive will be kept in the office’s safe when it is not in use.
Once the data has been uploaded and the transcripts created, they will be read while
listening to the recording and adding the researcher notes from each interview. In addition, the
researcher will add any other notes regarding ideas that may come to mind during this process. In
RESEARCH PROPOSAL 30
doing this, the researcher will address Robson and McCartan's (2016) point regarding the need to
interpret the data to clarify its meaning further and lead more appropriately into the qualitative
analysis.
Qualitative Analysis
The data obtained for this case study will be analyzed through a thematic approach using
the Empirical Testing Thematic Analysis technique by Gildberg and Wilson (2023). This
technique has the following eight steps: first reading, analytical question, coding, condensation
and authenticity markings, categorization, thematization of categories, taxonomical analysis, and
functional semantic analysis. This process would ensure a rigorous treatment of the data,
minimizing researcher bias and maintaining the researcher’s flexibility.
During the first step of the process, the researcher will read all the transcribed data, take
notes or memoing, and begin creating headings to develop a codebook that will be used
throughout the process, answering the question what is this text about? (Gildberg & Wilson,
2023) This step ensures the main themes and their connections are not lost during the coding
process. During the second step, an analytical question is created from the project's aim to ensure
the data is rigorously “decontextualized from the empirical material by providing an answer to
the study’s aim” (Gildberg & Wilson, 2023, p. 31). According to Bingham (2023), during this
phase, the researcher can filter out data irrelevant to the research. The third step will be the
formal coding of the data using a system that will identify the data to its original source or major
theme so it can be accessed at any point. The fourth step will serve to condense the data to
answer the analytical question (Gildberg & Wilson, 2023).
The fifth step in the process is to sort all the codes alphabetically. This is followed by the
sixth step, in which categories with the same codes are merged and verified with the original data
RESEARCH PROPOSAL 31
to ensure proper representation and account for unexplained variances (Gildberg & Wilson,
2023). Bingham (2023) notes this process is also known as pattern coding. The seventh step
focuses on testing taxonomical relationships between the themes and sub-themes by locating
them in a matrix that excludes illogical entries and allows the researcher to develop the hierarchy
of the themes (Gildberg & Wilson, 2023). The eighth and last step is to conduct “a functional
semantic analysis on the established model structure” (Gildberg & Wilson, 2023, p. 33). The
eight-step process will produce the most relevant and accurate theme content of the study,
allowing the researcher to understand the phenomena in this case study.
Conclusion
In conclusion, this qualitative single case study delves into the ramifications of
employing a laissez-faire leadership approach within the U.S. Army context. It explores its
impact on both the satisfaction of RSO team members and the efficacy of religious support
operations at their current duty station, seeking to unravel the intricate dynamics at play.
Additionally, the study contemplates alternative leadership styles, such as transformational and
servant leadership, as potential avenues for fostering success within this domain.
This research adopts a qualitative single case study design to intricately capture the
perceptions of the interviewed subjects concerning the identified leadership challenge.
Embracing the research paradigm of critical realism, this study operates within a philosophically
coherent and reflexive framework. Such an approach resonates with the Christian worldview's
concept of a reality shaped by a transcendent being, offering a profound lens through which to
interpret the findings and implications unearthed within this investigation.
RESEARCH PROPOSAL 32
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