Lederatferd og jobbprestasjoner. Hvilken betydning har passiv-unnvikende ledelse, rolleambiguitet og yrkesmessig selvopplevd mestringsevne for medarbeideres vurderinger av jobbprestasjoner?

The aim of the present study was to examine the relationship between a passive-avoidant leadership style and job performance measured by subordinates' ratings of leader effectiveness, ratings of extra effort, self-rated work effort and self-rated work quality. A cross-sectional convenience sample (N = 243) was investigated based on two data collections in which the last measure was obtained using a snowball design. The study had a particular focus aimed to investigate the effects of passive-avoidant leadership behavior on subordinates' self-rated job performance. Hierarchical multiple regression analysis was used to test the assumed relationships. Results revaled significant negative correlations between passive-avoidant leadership behavior and the two outcomes leader effectiveness and extra effort. There were no significant correlations between passive-avoidant leadership behavior and subordinates self-rated job performance measured by work efforts and work quality. Role ambiguity and occupational self- efficacy were tested as potential mediators. Organizations should strive to prevent leaders to perform passive-avoidant leadership behavior. Studies should further investigate the relationships between passive-avoidant leadership behavior and alternative performance measures. Keywords: Passive-avoidant leadership behavior, job performance, employee self-ratings, role ambiguity, occupational self-efficacy