Full Range Leadership
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Transcript of Full Range Leadership
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Full Range LeadershipFull Range Leadership
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• The Concept of Full Range Leadership• Elements of FRLM• Applying FRLM
OverviewOverview
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• 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
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• 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
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Elements of FRLMElements of FRLM
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• 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
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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)
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• 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
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• 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)
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• 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)
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• 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
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• 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
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• 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)
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• 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)
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• 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)
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• Aimed specifically at subordinate development• The leader promotes self development• Two way discussion is encouraged
Individual consideration (IC)Individual consideration (IC)
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• 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
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• The Concept of Full Range Leadership• Elements of FRLM• Applying FRLM
SummarySummary