Full Range Leadership

1. Full Range Leadership

2. Overview • The Concept of Full Range Leadership • Elements of FRLM • Applying FRLM

3. The Concept of FRL • FRL involves a wide variety of behaviors • What is displayed depends on the situation • One way to visualize the behaviors is through the Full Range Leadership Model (FRLM) • FRLM 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 solves issues that arise in dynamic environments • Particularly helpful in the military • Illustrates behaviors needed to accomplish mission

5. Elements of FRLM

6. Elements of FRLM • There are three main elements of FRLM • Laissez-faire • Transactional • Transformational • Progressing through elements • Represents an increasing impact on performance • Not a continuum from bad to good

7. 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 • Cause frustration in subordinates • Show a lack of control • Creates a chaotic environment • This behavior should be avoided

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

9. Contingent Reward (CR) • Typical of the everyday interactions at work • 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

10. 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 • Active • Passive

11. Management by Exception • MBE-Active (MBE-A) • Leader constantly monitors performance • Focus is more on mistakes and failures • MBE-Passive (MBE-P) • Most reactionary form of MBE • Leader waits for things to go wrong • Constantly putting out fires

12. Transformational Leadership • Focus becomes motivating/inspiring followers • Four types of transformational leadership • Idealized influence (II) • Inspirational motivation (IM) • Intellectual stimulation (IS) • Individual consideration (IC)

13. 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

14. 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

15. 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

16. Individual consideration (IC) • Aimed specifically at subordinate development • The leader promotes self development • Two way discussion is encouraged

17. Applying FRLM • FRLM is NOT 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

18. Summary • The Concept of Full Range Leadership • Elements of FRLM • Applying FRLM