Full-Range Leadership

Overview The Concept of Full-Range Leadership (FRL) Elements of the Full-Range Leadership (FRL) Model

The Concept of FRL FRL involves a wide variety of behaviors What is displayed depends on the situation FRL developed out of a long line of theories Early theories focused on particular leaders Encouraged people to mimic traits Problematic because traits might not fit your personality

The Concept of FRL FRL helps resolve issues that arise in dynamic environments Particularly helpful in the military Illustrates behaviors needed to accomplish mission One way to visualize the behaviors is through the Full-Range Leadership Model (FRLM)

The FRL Model Effectiveness Activity

Elements of the FRL Model There are three main elements of the FRL Model Laissez-faire Transactional Transformational Dynamic progression through elements Represents an increasing impact on performance A range of leadership activity and effectiveness

The FRL Model Effectiveness Activity

Laissez-Faire (LF) Hands-Off Leadership Represented by absence of action or abdication of command at times The leader tends to: Be disconnected from mission Avoid making decisions Fail to follow up Show a lack of control Creates a confusing/chaotic environment This behavior should be avoided

The FRL Model Effectiveness Activity

Transactional Leadership Focus is more on day-to-day workings rather than inspiration of subordinates Contract between leader and subordinates Two methods Management by Exception Contingent Reward

Management by Exception (MBE) Focus is less on relationship and more on correcting deviation from standard Corrections are more reactive than CR Two forms of MBE Passive Active

Management by Exception (MBE) MBE-Passive (MBE-P) Most reactionary form of MBE Leader waits for things to go wrong Constantly putting out fires Reluctant reaction MBE-Active (MBE-A) Leader constantly monitors performance Focus is more on mistakes and failures Necessary at times but usually not effective

Contingent Reward (CR) Typical of the everyday interactions at work Goal-directed Accomplish the task and receive a reward Rewards can be tangible and less tangible Time off, recognition, and praise Understanding motivation is critical for using CR If it doesn’t motivate, it isn’t a reward

The FRL Model Effectiveness Activity

Transformational Leadership Focus becomes motivating/inspiring followers Four types of transformational leadership Individual Consideration (IC) Intellectual Stimulation (IS) Inspirational Motivation (IM) Idealized Influence (II)

Individual Consideration (IC) Aimed specifically at subordinate development Helps others identify and develop strengths The leader promotes self-development Two-way discussion is encouraged

Intellectual Stimulation (IS) Leader stimulates creative thinking Questions established procedures Pushes subordinates to think about new solutions Must be willing to accept risk and failure Improved ownership of the process increases performance

Inspirational Motivation (IM) Leaders inspire and motivate subordinates Articulation of vision and expectations is key Subordinates gain confidence, and have a sense of purpose Important for people to have a sense of mission Must know where they fit into the bigger picture

Idealized Influence (II) Leader is a role model Actions and attributes are important Actions align with Core Values Attributes drive subordinates to emulate leader Dedication to mission Persistence Courage Sacrifice

Summary The Concept of Full-Range Leadership (FRL) Elements of the FRL Model