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Article
Publication date: 2 June 2020

Yariv Itzkovich, Sibylle Heilbrunn and Ana Aleksic

The full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership

1868

Abstract

Purpose

The full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership theory and research in the last several decades. However, in spite of its impact on theory and practice, it has a few shortcomings, as, in its essence, it disregards several essential aspects of a leader’s behaviour, such as the dark side of leadership behaviour. Therefore, to capture various leader behaviours, we provide a more comprehensive leadership model named the “complete full range of leadership”.

Design/methodology/approach

Based on reviewing the relevant theoretical and empirical literature, we propose an extended theoretical model, which addresses the existing shortcomings of the full range leadership model.

Findings

First, we added a new active and more destructive facet of leadership style named active, destructive leadership style. Second, based on existing empirical findings, we restructured the transactional facet of full-range leadership by collapsing its components into two new distinct facets representing active constructive leadership style and passive destructive leadership style. Finally, drawing on Hersey and Blanchard’s model, we add a new passive and constructive facet named passive constructive leadership.

Originality/value

Our suggested “complete full range of leadership” contributes to leadership theory by addressing the gap between existing theory and empirical findings, making a clear distinction between lack of leadership and delegation and by comprising the dark side of leadership with its bright side into one comprehensive leadership model.

Details

Journal of Management Development, vol. 39 no. 7/8
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 27 June 2013

John Antonakis and Robert J. House

In this chapter, we briefly trace the history of the neo-charismatic movement and review Bass and Avolio’s full-range leadership theory (FRLT). We present the FRLT as the…

Abstract

In this chapter, we briefly trace the history of the neo-charismatic movement and review Bass and Avolio’s full-range leadership theory (FRLT). We present the FRLT as the flame bearer of the movement, and argue that it should be used as a platform to integrate similar leadership theories. We identify conditions that may moderate the factor structure of the FRLT, and review the validity of the Multifactor Leadership Questionnaire – the instrument underlying the FRLT. Furthermore, we identify theoretical deficiencies in the FRLT and propose the addition of a broad class of behaviors labeled instrumental leadership, which, we argue, is distinct from transformational, transactional, and laissez-faire leadership. Finally, we discuss the utility of dispositional variables in predicting the emergence of leadership.

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

Article
Publication date: 15 September 2017

Guy J. Curtis

Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically…

4028

Abstract

Purpose

Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations.

Design/methodology/approach

Follower-rated leadership styles and influence tactics, and leader-rated leadership styles were surveyed for 160 pairs of leaders and followers (n=320).

Findings

Core influence tactics and apprising were correlated with, and predicted, follower-rated transformational and transactional leadership, but confirmatory factor analysis provided a more nuanced view of these relationships. Rational persuasion (negatively) predicted passive-avoidant leadership. There were few significant correlations between leader-self-rated leadership styles and followers’ ratings of leaders’ influence tactics.

Originality/value

This study extends upon previous studies by more comprehensively connecting full-range leadership styles and influence tactics, and doing so with both leader-rated and follower-rated leadership styles. The results help to provide a clearer picture of the overlap between full-range and power-and-influence theories of leadership. The mismatches between results from leader-rated and follower-rated leadership styles raise conceptual, practical, and methodological questions for future research.

Details

Leadership & Organization Development Journal, vol. 39 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 4 September 2007

Aya Fukushige and David P. Spicer

The paper aims to explore Japanese followers' leadership preferences and consider the suitability of Bass and Avolio's full‐range leadership model in Japan.

8294

Abstract

Purpose

The paper aims to explore Japanese followers' leadership preferences and consider the suitability of Bass and Avolio's full‐range leadership model in Japan.

Design/methodology/approach

A qualitative approach is used predominantly, including template analyses and several content analyses. Data collection is divided into two phases: Phase 1 was conducted by semi‐structured interviews and Phase 2 by questionnaires.

Findings

Results suggest the unsuitability of Bass and Avolio's full‐range leadership model in a Japanese context, indicate some impact of cultural changes in Japan, and identify liberal, trust, punctual, network, protective, and after‐five as Japanese culture‐specific preferred leadership styles.

Research limitations/implications

The paper indicates that in a Japanese context not only is the new leadership approach of Bass and Avolio's model of value but also the traditional approach of House's path‐goal theory. Whilst the qualitative data of this study give insight into existing theories and leadership perspectives in Japan, findings should be further examined in future research.

Practical implications

The paper offers guidance for leaders who deal with Japanese followers by identifying leadership styles within Bass and Avolio's model, and culture‐specific leadership styles which are particularly preferred by Japanese followers.

Originality/value

This paper identified that, building upon Bass and Avolio's and House's leadership theories, a new Japanese leadership model, which particularly suits contemporary Japanese followers' leadership preferences, should be developed.

Details

Leadership & Organization Development Journal, vol. 28 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 17 March 2020

Joseph E. Mroz, Emanuel Schreiner and Joseph A. Allen

Meetings are an integral function in organizations where interaction between leaders and their employees and thus, leadership, happens. A small but growing area of…

Abstract

Meetings are an integral function in organizations where interaction between leaders and their employees and thus, leadership, happens. A small but growing area of research within the larger workplace meetings domain has started to focus on the role of leaders in promoting effective and satisfying meetings. This chapter provides an overview of research to date on workplace meetings and leadership, and the authors identified seven studies that paired the two areas. The number of publications focusing on meetings and leadership is increasing, with the older papers largely dedicated to qualitative investigations of leader behaviors associated with successful meetings, whereas the more recent papers take a more theoretical and quantitative approach, yet are nonetheless largely isolated from one another. Next, the authors review five theories of leadership (full range of leadership, charismatic leadership, servant leadership, exploitative leadership, and followership), and relate each of the theories to workplace meetings, with a key focus on how the theory may impact subordinates’ perceptions of meetings as well as the utility of meetings for team and organizational functioning. The authors propose seven areas throughout the chapter that future research could explore to extend knowledge about how leadership operates in meetings and how meetings are an important aspect to consider with respect to leadership theories. Primary theoretical contributions are the integration of existing work on leadership and meetings and theoretically based propositions for future research.

Article
Publication date: 29 November 2019

Somchanok Passakonjaras and Yanki Hartijasti

Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims…

1574

Abstract

Purpose

Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities.

Design/methodology/approach

Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions.

Findings

Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership.

Research limitations/implications

Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research.

Practical implications

The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates.

Originality/value

One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

Details

Management Research Review, vol. 43 no. 6
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 5 September 2017

Jana Deprez and Martin Euwema

The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs.

2025

Abstract

Purpose

The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs.

Design/methodology/approach

Group interviews were conducted with 42 young intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software.

Findings

The authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model.

Research limitations/implications

This qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements.

Practical implications

In order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship.

Originality/value

This paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.

Details

Journal of Managerial Psychology, vol. 32 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Abstract

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

Article
Publication date: 19 September 2008

Bilha Mannheim and Hila Halamish

On the basis of the full‐range theory of leadership of Bass and Avolio, several hypotheses designed to examine the relationships of transformational leadership style with…

5158

Abstract

Purpose

On the basis of the full‐range theory of leadership of Bass and Avolio, several hypotheses designed to examine the relationships of transformational leadership style with group outcomes in army training teams, in differing contexts were tested. These outcomes consisted of cohesion, learning culture and members' self‐efficacy. It is the purpose of this paper to determine whether the effects of leadership style of trainers is universal across teams from various contextual backgrounds.

Design/methodology/approach

The population comprised 890 cadets in the basic, operations and support, and infantry tracks in an officers' training school of the Israeli Defense Forces. They were organized into 66 teams. Data were collected in two stages, by means of Form 5X of the multi factorial leadership questionnaire (Bass and Avolio). The moderation of track context on the relationships between leadership style and group outcomes was analyzed, by means of moderated regressions.

Findings

Findings do not support the universality of relationships predicted according to the theory. Only in the case of the basic track was transformational leadership style related to the group outcome of learning culture. In this track as well, transformational leadership was slightly related to group cohesion. The study points to the importance of the moderation of context in the relationships of leadership styles and group outcomes, and raises questions regarding the universality of leadership style relationships in groups according to the full‐range theory. The possible importance of group background as a moderator is discussed.

Originality/value

The study emphasizes recent research indications as to the importance of contextual considerations in the study of relationships of transformational leadership to group aspects.

Details

Leadership & Organization Development Journal, vol. 29 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Book part
Publication date: 27 June 2013

Abstract

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

1 – 10 of over 2000