Full Range LeadershipFull Range Leadership

• The Concept of Full Range Leadership• Elements of FRLM• Applying FRLM

OverviewOverview

• 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

The Concept of FRLThe Concept of FRL

• FRL solves issues that arise in dynamic environments

• Particularly helpful in the military– Illustrates behaviors needed to accomplish mission

The Concept of FRLThe Concept of FRL

Elements of FRLMElements 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

Elements of FRLMElements of FRLM

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

Laissez-Faire (LF)Laissez-Faire (LF)

• 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

Transactional LeadershipTransactional Leadership

• 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

Contingent Reward (CR)Contingent Reward (CR)

• Focus is less on relationship and more on correcting deviation from standard

• Corrections are more reactive than CR• Two forms of MBE– Active – Passive

Management by Exception (MBE)Management by Exception (MBE)

• 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

Management by ExceptionManagement by Exception

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

Transformational LeadershipTransformational Leadership

• 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

Idealized influence (II)Idealized influence (II)

• 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

Inspirational motivation (IM)Inspirational motivation (IM)

• 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

Intellectual stimulation (IS)Intellectual stimulation (IS)

• Aimed specifically at subordinate development• The leader promotes self development• Two way discussion is encouraged

Individual consideration (IC)Individual consideration (IC)

• 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

Applying FRLMApplying FRLM

• The Concept of Full Range Leadership• Elements of FRLM• Applying FRLM

SummarySummary