Introduction
Leadership is the activity of leading others by directing and influencing them to fulfill their goals or assigned mission. Full-range leadership refers to the concept of the collection of all kinds of leadership styles and/or behaviors. These styles and/or behaviors include laissez faire leadership behaviors, transactional leadership behaviors, and transformational leadership behaviors. A full-range leader has the ability to select and utilize different leadership style and/or behavior according to the context or situation (Widener University, widener.edu). Leadership requires a high level of consideration, so that the followers would be able to work under proper guidance.
Full-range leadership model (FRLM)
Full-range leadership model (FRLM) shows that the above mentioned three types of leadership behaviors have some distinct traits or aspects.
Laissez faire leadership
Laissez faire leaders have a characteristic of expecting results from their followers without doing anything (Widener University, widener.edu). In this behavior, leadership is absent and leaders are unaware of the performance of their followers. They avoid taking stands on issues and refrain from intervening, when issues arise. Charles I is considered to be a leader having this behavior. In a simulated context, previous supervisor of the XYZ Air Base Wing Safety Office also worked according to this behavior. Supervision of that time had devastating effect on personnel’s morale and their ability to accomplish desired goals.
Transactional leadership
Transactional leadership behavior has two different traits that are management-by-exception and contingent rewards (Widener University, widener.edu). This leadership is based on task-oriented communication. In the management-by-exception, leaders set and monitor deviations from set standards. They check performance and take corrective measures as necessary. They focus their attention on mistakes and deviations from standards. Lt John Chard is considered to be a leader having this behavior. On the other hand, in contingent reward, leaders provide awards for better performance. They focus on resources and exchange them with their followers. Shaka Zulu is considered to be a leader having this behavior. In the simulated context, SSgt Alicia Green has an excellent ability of running computers properly. So, the leader can help Green in providing optimal resources for efficient working of the team.
Transformational leadership
Transformational leadership is based on the idealized influence behavior that is attributed to charisma, values, and beliefs. Moreover, this leadership behavior has four different traits that are individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence (Widener University, widener.edu). In individualized consideration, leaders check value and provide for subordinates’ needs. They consult their followers, and recognize their developmental needs. Attila the Hun is considered to be a leader having this behavior. In the simulated context, Mr. James East, GS-11 can help the team in recognizing the developmental needs of the followers and can bring their required resources according to those needs. In intellectual stimulation, leaders have the behavior of challenging norms and support innovation. They encourage divergent thinking, and help their followers to develop innovative strategies. George Kenney is considered to be a leader having this behavior. In the simulated context, TSgt Barbara Tilley is equipped with good learning abilities, and usually people with these abilities like to do something new. Tilly can be a leader with the behavior of intellectual stimulation. In inspirational motivation, leaders share their visions and expectations with their followers, and inspire them through words and symbols. They have a strong vision for the future that helps them in building confidence in their followers. Henry V is considered to be a leader having this behavior. In idealized influence, leaders inspire their followers through their actions. They have standards of ethical and moral conduct that helps them in having high level of loyalty from followers. This loyalty from followers is helpful for them to give better guidance to their followers. Marshal Michel Ney is considered to be a leader having this behavior.
Concluding remarks
FRLM is clearly showing that effectiveness and activity is very high in transformational leadership and in this leadership style, idealized influence is of highest quality as compared to other leadership traits or aspects. After knowing all kinds of leadership styles and FRLM, it is better to avoid Laissez faire leadership style as in this leadership style, leaders try to focus only on career goals without leading their followers to their collective benefit. However, combination of behaviors and emphasizing their different aspects is critical to success as they can help in different circumstances. If the followers of a leader keep on doing things without any pressure, laissez faire type of leadership behavior can help, but this is not always the case. If the followers are continuously meeting expectations, transactional leadership can help without going into the other types of leadership styles. Some people don’t require money or reward, they need motivation, and in that case transformational leadership is most effective.
Works Cited
Widener University. " Full-range Leadership". Widener Leadership works. Widener University, n.d. Web. 27 Apr. 2015 <http://www.widener.edu/about/widener_values/leadership/oskin_leadership/az/full-range.aspx>.
