Full range leadership model

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The Full Range of Leadership Model ( FRLM , English for model of comprehensive leadership behavior ) is a model that depicts the behavior of managers towards employees in work situations. The FRLM represents a superordinate leadership theory in which the transactional and transformational leadership style is related to the laissez-faire leadership style.

Creation of the FRLM

With the initial FRLM, Bruce Avolio and Bernard M. Bass developed a concept in 1991 with which the leadership styles separated from transactional and transformational leadership as well as the laissez-faire leadership style .

Transactional leadership

Transactional management describes a more objective exchange of values ​​( transaction ) between the performance of an employee and the manager's reaction to it (e.g. reward through salary or praise). The manager makes clear the requirements and goals for the employee on the one hand and the reward for achieving the expected on the other.

Philip M. Podsakoff and colleagues define transactional leadership as a conditional reward. First of all, the definition of goals is negotiated between the manager and the employee, and if the employee is successful, the reward promised is granted by the manager.

Transformational leadership

“Transformational leadership changes the values , motives and goals of those being led. Long-term, overarching values ​​and ideals take the place of short-term, selfish goals. This increases the willingness, self-confidence and satisfaction of the employees. "

Philip M. Podsakoff and colleagues distinguish six dimensions of transformational leadership:

  1. Role model function
  2. future vision
  3. Individual support
  4. Promotion of group goals
  5. Intellectual stimulation
  6. High performance expectation.

Laissez faire leadership

The laissez-faire leadership is characterized by a leadership that avoids any management responsibility. Deciding and controlling is left to the employees themselves, as they are not subject to any fixed regulation. The laissez-faire leadership represents the least active leadership style and for this reason can also be understood as the absence of leadership. Problems with the execution of tasks, a lack of intervention in conflicts and a lack of decision-making skills are the result.

Measurement

Multifactor Leadership Questionnaire (MLQ)

The three leadership styles of transactional, transformational and laissez-faire leadership can be assessed with the Multifactor Leadership Questionnaire (MLQ; original version by Bass; German translation and validation by Felfe). The current revision of the questionnaire (MLQ5X) comprises a total of nine scales.

Transformational Leadership Inventory (TLI)

Podsakoff and colleagues developed another tool for recording transformational and transactional leadership . The Transformational Leadership Inventory (TLI, German translation Heinitz and Rowold) comprises seven scales, six of which measure the dimensions of transformational leadership and one of transactional leadership on a five-point Likert scale .

Empirical results

In particular, the degree of effectiveness of the various management behaviors is reflected in the results of various studies.

Laissez-faire leadership has a negative impact on the performance and effectiveness of the manager and employees are less satisfied with their supervisor if he does not take on management responsibility. In addition, laissez faire leadership is positively related to negative aspects such as role conflicts, conflicts with employees and bullying as well as psychological stress . It is also a bit of a constructive leadership style.

The transactional and transformational leadership have a positive effect on the success factors of job satisfaction , satisfaction with the leadership, motivation, job performance and effectiveness of leadership and work performance of employees, the group or the organization. In a meta-analysis, positive effects of transformational and transactional leadership on task and context performance as well as the creative performance of employees could be demonstrated. Furthermore, both leadership styles had positive effects on performance at the team and organizational level. Both management styles also increase attitudes and behaviors relevant to occupational safety. Above all, transformational leadership behaviors have a very positive effect on the satisfaction of employees with their manager, as well as on the effectiveness of the manager. There are also positive effects on commitment , organizational citizenship behavior (OCB), management success and individual and creative performance of employees. Transformational leadership also has a positive effect on objective factors such as employee sales figures.

Training and development

The leadership behavior, which is described by the different leadership styles, can be developed in managers through targeted measures. The aim of these development measures is primarily to promote transformational leadership and to avoid the laissez-faire style. The combination of knowledge transfer, behavior-based training and feedback on one's own leadership behavior has proven to be particularly effective. The effectiveness of such development measures could be confirmed in evaluation studies, as the leadership behavior of the trained executives developed in the desired direction and also had positive effects on e.g. B. showed commitment and organizational citizenship behavior of employees.

Criticism of the FRLM

John Antonakis and Robert J. House identified gaps in the existing FRLM. In addition to the absence of leadership (laissez faire), a regulated exchange relationship (transactional) and employee motivation based on ideals (transformational), there is no concept that includes strategic components. It is necessary and important that employees are motivated and z. B. are creative and cooperative, but it is also essential that the manager strives for realistic goals and pursues a meaningful strategy. For example, the company's financial performance is not taken into account in the previous three management behaviors, although they play an important role in the company. In summary, the claim to depict the full spectrum of leadership behavior cannot be confirmed without expanding the model.

Individual evidence

  1. ↑ a b Marco Furtner and Urs Baldegger: Full Range Leadership. In: Self-Leadership and Leadership. Springer Gabler, Wiesbaden 2013, ISBN 978-3-8349-3837-4 , p. 131-188 , doi : 10.1007 / 978-3-8349-3837-4_6 .
  2. ↑ Avolio, BJ, & Bass, BM (1991). The full range of leadership development programs: Basic and advanced manuals . Binghamton: Bass, Avolio & Associates.
  3. ↑ a b c d Timothy A. Judge, Ronald F. Piccolo: Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity. In: Journal of Applied Psychology . tape 89 , no. 5 , p. 755-768 , doi : 10.1037 / 0021-9010.89.5.755 .
  4. ^ Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors . In: The Leadership Quarterly . tape  1 , no. 2 , June 1, 1990, ISSN  1048-9843 , pp. 107-142 , doi : 10.1016 / 1048-9843 (90) 90009-7 .
  5. ^ Scott B. MacKenzie, Philip M. Podsakoff, Gregory A. Rich: Transformational and Transactional Leadership and Salesperson Performance . In: Journal of the Academy of Marketing Science . tape 29 , no. 2 , April 1, 2001, ISSN  0092-0703 , p. 115-134 , doi : 10.1177 / 03079459994506 .
  6. ↑ a b Jörg Felfe: Validation of a German version of the “Multifactor Leadership Questionnaire” (MLQ Form 5 x Short) from . In: Journal for Industrial and Organizational Psychology A&O . tape 50 , no. 2 , April 1, 2006, ISSN  0932-4089 , p. 61-78 , doi : 10.1026 / 0932-4089.50.2.61 .
  7. ↑ a b Philip M. Podsakoff, Scott B. MacKenzie, Robert H. Moorman, Richard Fetter: Transformational leader behaviors and Their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors . In: The Leadership Quarterly . tape 1 , no. 2 , p. 107-142 , doi : 10.1016 / 1048-9843 (90) 90009-7 .
  8. ^ Bass, BM (1985). Leadership and performance beyond expectations . New York: Free Press.
  9. ↑ Philip M. Podsakoff, Scott B. MacKenzie, William H. Bommer: Transformational Leader Behaviors and Substitutes for Leadership as Determinants of Employee Satisfaction, Commitment, Trust, and Organizational Citizenship Behaviors . In: Journal of Management . tape 22 , no. 2 , June 30, 2016, p. 259-298 , doi : 10.1177 / 014920639602200204 .
  10. ↑ Kathrin Heinitz, Jens Rowold: Quality criteria of a German adaptation of the Transformational Leadership Inventory (TLI) by Podsakoff . In: Journal for Industrial and Organizational Psychology A&O . tape 51 , no. 1 , January 1, 2007, ISSN  0932-4089 , p. 1-15 , doi : 10.1026 / 0932-4089.51.1.1 .
  11. ↑ Bruce J. Avolio, Kevin B. Lowe, Uldarico Rex Dumdum: A Meta-Analysis of Transformational and Transactional Leadership Correlates of Effectiveness and Satisfaction: An Update and Extension . In: Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (=  Monographs in Leadership and Management ). tape 5 , no. 5 . Emerald Group Publishing Limited, June 27, 2013, p. 39-70 , doi : 10.1108 / s1479-357120130000005008 .
  12. ↑ Timothy R. Hinkin, Chester A. Schriesheim: An examination of "nonleadership": From laissez-faire leadership to leader reward omission and punishment omission. In: Journal of Applied Psychology . tape 93 , no. 6 , p. 1234-1248 , doi : 10.1037 / a0012875 .
  13. ↑ Anders Skogstad, Ståle Einarsen, Torbjørn Torsheim, Merethe Schanke Aasland, Hilde Hetland: The destructiveness of laissez-faire leadership behavior. In: Journal of Occupational Health Psychology . tape 12 , no. 1 , p. 80-92 , doi : 10.1037 / 1076-8998.12.1.80 .
  14. ↑ a b Gang Wang, In-Sue Oh, Stephen H. Courtright, Amy E. Colbert: Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research . In: Group & Organization Management . tape 36 , no. 2 , March 15, 2011, p. 223-270 , doi : 10.1177 / 1059601111401017 .
  15. ↑ Sharon Clarke: Safety leadership: A meta-analytic review of transformational and transactional leadership styles as antecedents of safety behaviors . In: Journal of Occupational and Organizational Psychology . tape 86 , no. 1 , March 1, 2013, ISSN  2044-8325 , p. 22-49 , doi : 10.1111 / j.2044-8325.2012.02064.x .
  16. ↑ John P. Meyer, David J. Stanley, Lynne Herscovitch, Laryssa Topolnytsky: Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences . In: Journal of Vocational Behavior . tape 61 , no. 1 , p. 20-52 , doi : 10.1006 / jvbe.2001.1842 .
  17. ↑ Julia E. Hoch, William H. Bommer, James H. Dulebohn, Dongyuan Wu: Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A meta-analysis . In: Journal of Management . August 31, 2016, doi : 10.1177 / 0149206316665461 .
  18. ^ Mareen Sturm, Stephanie Reiher, Kathrin Heinitz, Renate Soellner: Transformational, transactional and passive-avoidant leadership . In: Journal for Industrial and Organizational Psychology A&O . tape 55 , no. 2 , March 29, 2011, ISSN  0932-4089 , p. 88-104 , doi : 10.1026 / 0932-4089 / a000049 .
  19. ↑ Alois LJ Geyery, John M. Steyr: Transformational Leadership and Objective Performance in Banks . In: Applied Psychology . tape 47 , no. 3 , July 1, 1998, ISSN  1464-0597 , p. 397-420 , doi : 10.1111 / j.1464-0597.1998.tb00035.x .
  20. ↑ Barling, J., Weber, T. & Kelloway, EK (1996): Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment . Journal of Applied Psychology, 81 (6), 827-832.
  21. ↑ Dvir, T., Eden, D., Avolio, BJ & Shamir, B. (2002): Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment . Academy of Management Journal, 45 (4), 735-744.
  22. ↑ Abrell, C., Rowold, J., Weibler, J. & Mönninghoff, M. (2011): Evaluation of a Long-Term Transformational Leadership Development Program . German Journal of Human Resource Management, 25 (3), 205-224.
  23. ↑ Antonakis, J., & House, RJ (2002). The full-range leadership theory: The way forward. Transformational and charismatic leadership: The road ahead , 2 , 3-34.
  24. ↑ Antonakis, J., & House, RJ (2004). On instrumental leadership: Beyond transactions and transformations. Omaha: UNL Gallup Leadership Institute Summit.
  25. ↑ Yukl, GA (1981). Leadership in organizations . Pearson Education India.
  26. ↑ Benedict Jackenkroll: Does the full range of leadership model really cover the entire spectrum of leadership behavior? In: wissensdialoge.de. ich.raum GmbH, Reutlingen, May 17, 2016, accessed on April 11, 2018 .