The Full Range Leadership Model – Flashcards

Full Range Leadership Model A behavior facet of transactional leadership, which describes leaders who engage in a constructive path-goal transaction of reward for performance (Bass, 1985). Part of the Full Range Model and relies on the followers being offered some type of monetary compensation for their work, loyalty etc.

Theory:Transformational Leadership, Full Range Leadership Model, 5Is-MISC A facet of transformational leadership, which describes leaders who are exemplary role models. Leaders are admired and respected, and followers want to emulate them. (Bass 1999)

Theory:Transformational Leadership, Full Range Leadership Model, 5Is-MISC A facet of transformational leadership, which describes leaders who can be counted on to do the right thing through high ethical and moral standards (Bass, 1999). a. Demonstrating an inclusive vision b. Walking the Walk (Talk) c. Exhibiting great commitment and persistence in pursuing objectives d. Expressing confidence in the vision of the organization e. Developing trust and confidence among employees f. symbolizing the goals and mission of the organization g. Sending the message, "I believe that this is truly the right thing to do."

Theory:Transformational Leadership, Full Range Leadership Model, 5Is-MISC A behavior facet of transformational leadership, which describes leaders who act as coaches, teachers and mentors to their followers. Encourages followers, provide continuous feedback, and link the followers current needs to the organization's mission (Avolio, 1999). This includes, A) Empathizing with individual needs, B) Making interpersonal connections with employees C) Genuinely caring and showing this compassion in action, D) Encouraging continuous development and growth of employees and E) Sending the message, "I care about you and am looking out for your best interest."

Theory:Transformational Leadership, Full Range Leadership Model, 5Is-MISC A behavior facet of transformational leadership, which describes leaders who motivate and inspire followers to commit to the vision of the organization. Encourages team spirit, and provide meaning and challenge to their follower's work (Avolio, 1999). Inspirational motivation includes A) Inspiring others to perform, B) Clarifying where the organization will be in the future, C) Creating a strong sense of purpose among employees, D) Aligning individual and organizational needs, E) Helping followers achieve even more what they thought was possible, F) Sending the message - "If we focus on what this organization stands for...we can achieve whatever we desire."

Theory:Transformational Leadership, Full Range Leadership Model, 5Is-MISC A behavior facet of transformational leadership, which describes leaders who encourage innovation and creativity through challenging the normal beliefs or views of their followers. Leaders promote critical thinking and problem solving to make the organization better (Avolio, 1999).

Full Range Leadership Model The absence of leadership. A leader that avoids making decisions and carrying out their supervisory responsibilities exemplifies it. They are not reactive or proactive but in fact inactive and passive in their leadership role (Bass & Avolio, 1994).

Full Range Leadership Model MBE (active) is a facet of Bass and Avolio's Full Range Leadership Model. MBE (active) is part of the transactional section of the Full Range Model along eith Management - by- Exception (passive) and contingent reward. MBE (active) describes leaders who monitor followers' performance and take corrective action if deviations from standards occur. They enforce rules to avoid mistakes (Bass, 1985). The Multifactor Leadership Questionnaire is the instrument used to measure the full range leadership model.

Full Range Leadership Model Facets of passive leadership, which describes leaders who fail to intervene until problems become serious. They wait for mistakes to be brought to their attention before they take corrective action (Bass, 1985).

One of the most widely used measurements of leadership. The 45 question inventory provides scores for transformational, transactional, and passive leadership (Bass and Avolio, 1994). Programs designed to develop transformational leadership usually require that leaders or their associates take the MLQ to determine the leader's particular strengths and weaknesses in transformational leadership. The MLQ helps leaders pinpoint areas in which they could improve their leadership (Northhouse, pg.198).

Leader-follower exchange relationship in which the follower receives some reward related to lower-order needs in return for compliance with the leader's expectations (Bass, 1985). Transactional leadership is a term used to classify a formally known group leadership theories that inquire the interactions between leaders and followers. A transactional leader focuses more on a series of "transactions". This person is interested in looking out for oneself, having exchange benefits with their subordinates and clarify a sense of duty with rewards and punishments to reach goals. * Leaders are aware of the link between the effort and reward * Leadership is responsive and its basic orientation is dealing with present issues * Leaders rely on standard forms of inducement, reward, punishment and sanction to control followers * Leaders motivate followers by setting goals and promising rewards for desired performance * Leadership depends on the leader's power to reinforce subordinates for their successful completion of the bargain.

Full Range Leadership Model, 5I's-MISC Leader-follower exchange relationship in which the followers feel trust, loyalty, and respect toward the leader, and are motivated to do more than originally expected (Bass, 1985). The full range of leadership introduces four elements of transformational leadership: 1. Individualized Consideration - the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers. This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team. The followers have a will and aspirations for self development and have intrinsic motivation for their tasks. 2. Intellectual Stimulation - the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to execute their tasks. 3. Inspirational Motivation - the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities. 4. Idealized Influence (attributes/behaviors)- Provides a role model for high ethical behavior, instills pride, gains respect and trust. Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance. Transformational leadership differs from transactional leadership in four significant areas: 1)Transformational leadership develops followers into leaders. 2)Transformational leadership elevates the concerns of followers from lower level physical needs (such as for safety and security) to higher level psychological needs (such as for self esteem and self actualization). 3)Transformational leadership inspires followers to go beyond their own self interests for the good of the group. 4)Transformational leadership paints a vision of a desired future state and communicates it in a way that makes the pain of change worth the effort. Transformational leaders create significant change in followers as well as organizations. (Daft, 357)