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Developing transformational leaders: the full range leadership model in action

Developing transformational leaders: the full range leadership model in action Purpose – To explain and illustrate the innovative full range leadership (FRL) model from Bass and Avolio and to demonstrate how this model can be utilized within organizations to develop transformational leadership. Design/methodology/approach – This paper describes in detail the FRL model and shows how the transformational leadership styles identified within the model are highly correlated with leader performance. Drawing on extensive personal consulting experience, the paper then outlines how the model, and the associated multifactor leadership questionnaire (MLQ), can be used successfully in training/development interventions in organizations. Findings – The FRL model is probably the most research and validated leadership model in use world‐wide today. The transformational styles described by the model are highly correlated with leadership success. Transformational leadership can be successfully taught by a development process which utilizes a combination of 360 degree feedback using the MLQ, structured workshops, and one‐to‐one coaching sessions. Practical implications – This paper offers a very practical leadership path approach to developing transformational leadership competence, drawing on extensive experience of delivering such programmes with large client organizations world‐wide. Originality/value – The originality of the FRL model lies in the concept of a “range” of leadership behaviors which all leaders demonstrate. Rather than insisting that one must lead “like this”, the FRL model makes the point that what is required is a change in the balance of leadership behaviours, away from the more transactional and more towards the transformational. The value of the paper lies in the description of a tried and tested methodology for applying the FRL model in an organizational setting. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Developing transformational leaders: the full range leadership model in action

Paul Kirkbride
Industrial and Commercial Training , Volume 38 (1): 10 – Jan 1, 2006
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References (8)

Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850610646016
Publisher site
See Article on Publisher Site

Abstract

Purpose – To explain and illustrate the innovative full range leadership (FRL) model from Bass and Avolio and to demonstrate how this model can be utilized within organizations to develop transformational leadership. Design/methodology/approach – This paper describes in detail the FRL model and shows how the transformational leadership styles identified within the model are highly correlated with leader performance. Drawing on extensive personal consulting experience, the paper then outlines how the model, and the associated multifactor leadership questionnaire (MLQ), can be used successfully in training/development interventions in organizations. Findings – The FRL model is probably the most research and validated leadership model in use world‐wide today. The transformational styles described by the model are highly correlated with leadership success. Transformational leadership can be successfully taught by a development process which utilizes a combination of 360 degree feedback using the MLQ, structured workshops, and one‐to‐one coaching sessions. Practical implications – This paper offers a very practical leadership path approach to developing transformational leadership competence, drawing on extensive experience of delivering such programmes with large client organizations world‐wide. Originality/value – The originality of the FRL model lies in the concept of a “range” of leadership behaviors which all leaders demonstrate. Rather than insisting that one must lead “like this”, the FRL model makes the point that what is required is a change in the balance of leadership behaviours, away from the more transactional and more towards the transformational. The value of the paper lies in the description of a tried and tested methodology for applying the FRL model in an organizational setting.

Journal

Industrial and Commercial Training – Emerald Publishing

Published: Jan 1, 2006

Keywords: Transformational leadership; Leadership; 360‐degree feedback; Coaching

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