The full range of leadership model (FRLM) is a general leadership theory focusing on the behavior of leaders towards the workforce in different work situations. The FRLM relates transactional and transformational leadership styles with laissez-faire leadership style. [1]
The concepts of three distinct leadership styles — transactional, transformational, and laissez-faire — were introduced in 1991 by Bruce Avolio and Bernard Bass [2] [3]
As shown in the figure, the three leadership styles can be sorted according to a leader's engagement towards their team. The Multifactor Leadership Questionnaire is the most popular way to identify leadership style. The 7th factor correlates with Laissez-faire leadership, while contingent reward and management by exception align with transactional management, and the last 4 describe transformational leaders.
Laissez-faire is French for "Let them do (what they want)". [4] This style is the least active way of leading people. This leadership style can be seen as the absence of leadership, and is characterized by an attitude avoiding any responsibility. Decision-making is left to the employees themselves, and no rules are fixed. Laissez-faire is the least effective leadership style, when measured by the impact of the leader's opinion on the team.
In transactional leadership, leaders promote compliance by followers through both rewards and punishments. Unlike transformational leaders, [4] those using the transactional approach are not looking to change the future, they aim to keep things the same. Transactional leaders pay attention to followers' work in order to find faults and deviations.
A transactional leader follows the objective exchange of value between an employee's performance and the manager's response to it. The manager communicates clear requirements and goals to the employee and rewards achievements. [5] Some authors define transactional leadership as a "conditional reward" – the definition of the goal is negotiated between the manager and the employee, and in the event of a successful performance by the employee, the reward promised by the manager is granted. [6] [7]
In contrast to the two above leadership styles, transformational leadership follows a different, more long-term oriented philosophy: Short-term, egotistic goals, are substituted by long-term, higher-ranked values and ideals. This paradigm change usually increases commitment, self-confidence, and employee satisfaction. [8] Podsakoff and colleagues distinguish six dimensions of transformational leadership: [9]
Leadership, both as a research area and as a practical skill, encompasses the ability of an individual, group, or organization to "lead", influence, or guide other individuals, teams, or entire organizations.
The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his or her subordinates. The revised version also argues that the leader engages in behaviors that complement subordinate's abilities and compensate for deficiencies. According to Robert House and John Antonakis, the task-oriented elements of the path–goal model can be classified as a form of instrumental leadership.
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. The two theories proposed by McGregor describe contrasting models of workforce motivation applied by managers in human resource management, organizational behavior, organizational communication and organizational development. Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and managers may choose to implement strategies from both theories into their practices.
Organizational behavior or organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways:
In industrial and organizational psychology, organizational citizenship behavior (OCB) is a person's voluntary commitment within an organization or company that is not part of his or her contractual tasks. Organizational citizenship behavior has been studied since the late 1970s. Over the past three decades, interest in these behaviors has increased substantially.
Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement. it is an integral part of the Full Range Leadership Model. Transformational leadership is when leader behaviors influence followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers attitudes and the organization as a whole. Transformational leaders typically perform four distinct behaviors, also known as the four Is. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration.
Transactional leadership is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style priortizes individual interests and extrinsic motivation as means to obtain a desired outcome. It relies on a system of penalties and rewards to achieve short-term goals.
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and followers.
Ethical leadership is leadership that is directed by respect for ethical beliefs and values and for the dignity and rights of others. It is thus related to concepts such as trust, honesty, consideration, charisma, and fairness.
Civic virtue is one of the five dimensions of organizational citizenship behavior (OCB) identified in Dennis Organ's prominent 1988 definition of the construct. Originally, Smith, Organ, and Near (1983) first proposed two dimensions: altruism and general compliance. Later, Organ (1988) deconstructed the dimension of general compliance and added additional dimensions of OCB. This resulted in a five-factor model consisting of altruism, courtesy, conscientiousness, sportsmanship, and civic virtue.
Personnel psychology is a subfield of industrial and organizational (I-O) psychology. Personnel psychology is the area of I-O psychology that primarily deals with the recruitment, selection and evaluation of personnel, and with other job aspects such as morale, job satisfaction, and relationships between managers and workers in the workplace. It is the field of study that concentrates on the selection and evaluation of employees; this area of psychology deals with job analysis and defines and measures job performance, performance appraisal, employment testing, employment interviews, personnel selection and employee training, and human factors and ergonomics.
Cross-cultural psychology attempts to understand how individuals of different cultures interact with each other. Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today's international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures. It cannot be assumed that a manager who is successful in one country will be successful in another.
The feminine style of management is a management style generally characterized by more feminine quality soft skills and behaviors such as empathy, effective communication, and a generally more democratic or team-styled work environment. The style is a growing trend within businesses and is characterized by a form of transformational leadership style. The feminine style of management, although characterized by traits commonly labeled as feminine, is not a style of management that is only used by females; it is also a style which has been found beneficial for particular types of businesses and organizations.
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organisational Behaviour and Human Performance in December 1978.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields. Studies on leadership style are conducted in the military field, expressing an approach that stresses a holistic view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence in this context include military bearing, physical fitness, confidence, and resilience. A leader's conceptual abilities include agility, judgment, innovation, interpersonal tact, and domain knowledge. Leaders are characterized as individuals who have differential influence over the setting of goals, logistics for coordination, monitoring of effort, and rewards and punishment of group members. Domain knowledge encompasses tactical and technical knowledge as well as cultural and geopolitical awareness.
Innovation leadership is a philosophy and technique that combines different leadership styles to influence employees to produce creative ideas, products, and services. The key role in the practice of innovation leadership is the innovation leader. Dr. David Gliddon (2006) developed the competency model of innovation leaders and established the concept of innovation leadership at Penn State University.
Philip Michael Podsakoff is an American management professor, researcher, author, and consultant who held the John F. Mee Chair of Management at Indiana University. Currently, he is the Hyatt and Cici Brown Chair in Business at the University of Florida.
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics. There appears to be some consensus in the literature about the qualities an authentic leader must have. These include self-awareness, the ability to trust one's thoughts, feelings, motives and values, self reflection, responsiveness to feedback, and the ability to resolve conflict in honest and non-manipulative ways. An authentic leader is supposedly able to further the success of an organization within the confines of social and ethical values, even when that seems impossible. Authentic leadership is claimed to be a superior model due to the greater trust and motivation it invokes in subordinates. Much of the evidentiary basis for authentic leadership has been called into question and papers have been retracted.
E-leadership is a social influence process, mediated by technology, to produce a change in attitudes, feelings, thinking, behavior, and performance with individuals, groups, or organizations to direct them toward achieving a specific goal. As stated by Avolio and Kahai (2002), this involves enhancing the relationships among organizational members in a context in which work is mediated by technology. In this case, communication and the collection and dissemination of information occurs via information technology. Traditionally, leadership in organizations involves face-to-face interaction. Now, leaders may lead entire projects from a distance and interact with followers solely through information technology. Today, organizations are incorporating technology for workplace communication, creating a need for e-leadership. This wiring involves forms of technology such as videoconferencing, online collaboration software, cellphones, e-mail, and Wi-Fi. As a result, organizations are struggling with technological-integration issues while employees face a steep learning curve. However, our understanding of how information systems change human dynamics has lagged behind the introduction and use of new technology. Thus, technology is being used without knowing the full extent of its impact on human dynamics in organizations.
The Multifactor Leadership Questionnaire(MLQ) is a psychological inventory consisting of 36 items pertaining to leadership styles and 9 items pertaining to leadership outcomes. The MLQ was constructed by Bruce J. Avolio and Bernard M. Bass with the goal to assess a full range of leadership styles. The MLQ is composed of 9 scales that measure three leadership styles: transformational leadership (5 scales), transactional leadership (2 scales), and passive/avoidant behavior (2 scales), and 3 scales that measure outcomes of leadership. The MLQ takes an average of 15 minutes to complete and can be administered to an individual or group. The MLQ can be used to differentiate effective and ineffective leaders at all organizational levels and has been validated across many cultures and types of organizations. It is used for leadership development and research.
| By type of organization | |||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| By focus (within an organization) |
| ||||||||||||||||||
| Management positions | |||||||||||||||||||
| Methods and approaches | |||||||||||||||||||
| Management skills and activities | |||||||||||||||||||
| Pioneers and scholars | |||||||||||||||||||
| Education | |||||||||||||||||||
| Degrees | |||||||||||||||||||
| Other |
| ||||||||||||||||||
