AFH 1 · Chapter 14 · Section 14.25

Full Range Leadership Development Model

Part of Developing Others · 3 sections · ~948 words · WAPS PFE study material

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FRLD Model — Laissez-Faire and Management by Exception-Passive

FRLD Model Range

FRLD Range

The FRLD model includes leadership behaviors ranging from:

The passive laissez-faire behavior
To active transformational leadership behavior

Developing FRLD Behaviors

Developing leadership behaviors begins by:

Understanding each of them
Knowing when or when not to apply them

Flexibility Critical

In addition, possessing the flexibility and capability to implement the appropriate leadership style successfully is critical to leading others.

Laissez-Faire

Laissez-Faire Definition

Laissez-faire leaders view the development and needs of their subordinates as someone else's concern.

Laissez-Faire Behaviors

They tend to:

Abandon their responsibilities
Remain indifferent toward important issues

Decision and Presence

Decision/Presence Issues

They are:

Hesitant to make decisions
May be absent from their place of work

Negative Effects

Laissez-Faire Effects

This negatively affects relationships with peers and subordinates.

Management by Exception-Passive (MBE-Passive)

MBE-Passive Definition

Management by exception-passive is an "if it's not broke, don't fix it" leadership style.

MBE-Passive Behaviors

Here, leaders elect to:

Sit back
Observe
Wait for things to go wrong before taking action

When MBE-Passive Intervenes

MBE-Passive Intervention

They intervene only when:

Policies or rules are broken
Goals are not met

MBE-Passive vs Laissez-Faire

MBE-Passive > Laissez-Faire

Management by exception-passive is a little more effective than laissez-faire, but only because subordinates know that leadership will hold them accountable if they fail to meet standards of performance or comply with policies and procedures.

FRLD Model — Management by Exception-Active and Contingent Rewards

Management by Exception-Active (MBE-Active)

MBE-Active Definition

Management by exception-active is a leadership style that aims to keep personnel and processes in control by:

Monitoring and governing subordinates through forced compliance with:
Rules
Regulations
Expectations for meeting performance standards

MBE-Active Structure

Management by exception-active exists in a structured system with:

Detailed instructions
Careful observation
Very active supervision

MBE-Active Benefits

Furthermore, this leadership behavior:

Reduces organizational uncertainties
Avoids unnecessary risks
Ensures important goals are being achieved

Transactional Style

MBE-Active Transactional

This transactional leadership behavior:

Reduces the temptation for employees to avoid their duties or act unethically
Aids members in meeting defined performance objectives

MBE-Active Caution

But the leader has to be careful NOT to go too far and be perceived as a dictator.

Contingent Rewards

Contingent Rewards Definition

Contingent rewards is a transactional leadership style that involves the constructive transaction between leaders and followers.

Contractual Nature

Contingent Rewards Contractual

These transactions are contracts or agreements where the leader:

Sets goals
Identifies ways for the subordinate to reach these goals
Supports the follower along the way

Follower Performance

The follower is then required to perform their assigned tasks to a specified performance level.

Reinforcement Mechanism

When the follower achieves the leader's expectations, the leader reinforces the positive behavior by providing a reward.

Reward Definition

Reward Contingency

In other words, the reward is contingent upon the follower performing assigned tasks to expectations.

FRLD Model — Transformational Leadership and Four Components

Transformational Leadership

Transformational Definition

Transformational leadership is a style of leadership that is defined by the application of:

Offering followers a vision
Inspiring their mission

What Transformational Inspires

Transformational Inspires

This type of leadership:

Inspires followers to exceed their goals
Promotes positive, meaningful changes through intrinsic motivation
Encourages others to act because they want to

Intrinsic Motivation

To motivate intrinsically, a transformational leader must consider ways to get others to embrace:

Ideas
Strategies
Initiatives

Four Components of Transformational Leadership

4 Transformational Components

There are four components of transformational leadership:

Individualized Consideration
Intellectual Stimulation
Idealized Influence
Inspirational Motivation

Individualized Consideration (Nurturing)

Individualized Consideration

Individualized consideration is where leaders treat their followers as individuals with different:

Needs
Abilities
Aspirations

…and NOT just as a part of a group of subordinates.

Empathy + Support

IC Empathy + Support

They:

Empathize with and support each follower
Maintain healthy communication

Mentor or Coach

IC Mentor/Coach

Using individualized consideration, leaders 'nurture' followers by acting as mentor or coach.

Intellectual Stimulation (Thinking)

Intellectual Stimulation

Intellectual stimulation is the degree to which leaders value their subordinates' rationality and intellect by:

Seeking different perspectives
Considering opposing points of view

IS Leader Behaviors

Using intellectual stimulation, leaders:

Stimulate and encourage creativity in their followers
Encourage followers to be independent thinkers
Are NOT afraid to take risks and solicit ideas from their followers

Inspirational Motivation (Charming)

Inspirational Motivation

Inspirational motivation is when leaders develop and articulate visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers.

IM Effect

These visions:

Elevate performance expectations
Inspire followers to put forth extra effort to achieve the leader's vision

Idealized Influence (Influencing)

Idealized Influence

Transformational leaders are charismatic and act as positive role models who "walk the walk."

II Behaviors

They exhibit high levels of:

Moral behavior
Virtues
Character strengths
A strong work ethic

II Representation

They represent the organization's values, beliefs, and purpose in both words and actions and, if necessary, set aside personal interests for the sake of the group.

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