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Full-Range Leadership

Full-Range Leadership. Overview. The Concept of Full-Range Leadership (FRL) Elements of the Full-Range Leadership (FRL) Model Applying Full-Range Leadership (FRL). The Concept of FRL. FRL involves a wide variety of behaviors What is displayed depends on the situation

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Full-Range Leadership

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  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

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