1. Full-Range Leadership

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

3. 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

4. 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)

5. The FRL Model
Effectiveness
Activity

6. 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

7. The FRL Model
Effectiveness
Activity

8. 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

9. The FRL Model
Effectiveness
Activity

10. 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

11. 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

12. 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

13. 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

14. The FRL Model
Effectiveness
Activity

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

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

17. 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

18. 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

19. 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

20. Applying FRL FRL is NOT NECESSARILY a continuum from “bad” to “good”
Different circumstances require different behaviors
You might utilize several behaviors in one day or at the same time
Blending and emphasizing behaviors is critical to success

21. The FRL Model
Effectiveness
Activity

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