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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”.

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.

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.

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.

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.

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

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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

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.

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.

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.

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 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.

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

This paper aims to identify the life-cycle of leadership theory from both the human resource development (HRD) and the organizational/leadership literature while providing a contrast between the two bodies of literature. The current research identifies which theories are being represented within the HRD literature, followed by a review of current directions in the leadership fields, primarily from literature in the organizational and leadership fields. By identifying these two bodies of leadership theories, the following research question will be answered: How current are the leadership theories provided in the literature of HRD compared to research that is reported from other external leadership fields?

This paper examines how leadership theories are represented in the HRD literature. Data for the current article provide a preview of leadership theories that are used to inform HRD scholars and scholar–practitioners for a period of 15 years (2000-2015) in the four Academy of Human Resource Development (AHRD) publications (Advances in Developing Human Resources; Human Resource Development International; Human Resource Development Quarterly; and Human Resource Development Review). The four journals within the AHRD were reviewed to identify which leadership theories were being researched and used to inform members of HRD. The search terms for the current study included “leadership AND theory,” “team AND leadership,” “leadership AND development” and “team AND development.” Studies that presented a leadership theory and either described or defined the theory were coded for the current study. Within this body of literature, there were a total of 74 leadership theories identified (some repeating), among those there were a total of 20 unique leadership theories. The literature external of HRD was identified using the ScienceDirect database for 10 years (2007-2017) with the topics limited to “topics–leadership.” Once the HRD and organizational/leadership literature are presented, a comparison between the two literature streams will be provided, highlighting any deficiencies within either body of literature and recommendations for future research efforts for the field of HRD.

This examination of leadership theory study within HRD and other fields highlights the deficiencies within either body of literature and offers recommendations for future research efforts for the field of HRD. In line with the trend in leadership research, HRD should call for more longitudinal and multi-level research efforts to be conducted as opposed to cross-sectional studies.

The current study is limited in the literature that was used to collect/code data. Also, the time frame for the HRD literature ended in 2015 due to the long duration required to review articles and to code the data. Secondary data were obtained from organizational/leadership literature and are more current because they are more recent. Overall, even with an end date of 2015 for the HRD literature, the HRD field has not changed too much during this time and the authors recognize some minor changes, but the research findings are still relevant and the leadership deficits presented are still realized.

The field of HRD is behind when it comes to leadership theories. This paper identifies this in an effort to aid researchers, students and practitioners to look beyond the leadership theories presented in the HRD literature for more relevant and current leadership theories. This paper highlighted a number of newer and current leadership theories and trends for scholars and scholar-practitioners to begin to focus on; however, this list is only a snapshot and is bounded by the data collected for the current paper.

This paper is original in that it is both critical of leadership research within the HRD literature while also providing new directions for the field. The snapshot of where the field of HRD is compared to the leadership and organizational fields becomes apparent with multiple future directions for research.

The purpose of this paper is to argue for theoretical integration as a major step in consolidation of the vast leadership literature. It is an attempt to lay out a basic canvas that could be further used for building an integrated theory of leadership.

The concept matrix framework (Webster and Watson, 2002) has been used for analytical abstraction to organize the published research on leadership and distill certain commonalities. The paper finally proposes certain pivots for theoretical integration of the leadership literature.

A thorough analysis of the leadership literature and the identification of commonalities within the various theories help the authors to identify the change and collective filter, outcomes of leadership, organizational outcomes, leadership role, sources of leadership, processes within the larger leadership process and the context as the pivots for building an integrated theory of leadership.

While the paper is not a detailed literature review and lacks predictive power, it is a synthesis of the published literature. The paper proposes a descriptive model meant to provide a sound foundation for an integrated theory of leadership.

The paper provides a framework to reduce the complexity and ambiguity of leadership research literature and could be utilized as a starting platform for an integrated theory of leadership. It is hoped that this shall also provide leaders and leadership training providers with a more holistic approach for leadership assessment and development.

Based on a survey of literature, the explanation of the leadership process, suggestions for evaluation of quality of leadership and pivots for theoretical integration are the main contributions.

The purpose of this paper is to investigate the link between transformational/transactional/passive-avoidant leadership behaviors, teachers’ perceptions of leader effectiveness and teachers’ job satisfaction. In this context, the paper also examines the conceptual model underlying the scales of the most widely used instrument in research on transformational leadership, the Multifactor Leadership Questionnaire (MLQ). The theoretical framework for this investigation is that of the full range model of leadership.

An adapted version of the MLQ was administered to a sample of 438 secondary school teachers in the Republic of Cyprus. Confirmatory factor analysis and structural equation modeling were used in the analysis of the data.

The results provide support for a three-factor structure model consisting of transformational, transactional and passive-avoidant forms of leadership, representing three distinct components of leadership behavior. Teachers’ perceptions of leader effectiveness and teachers’ overall job satisfaction were found to be significantly linked to the leadership behaviors included in the full range model of leadership.

The findings are cross-sectional and based on the subjective perceptions of teachers. The analysis of the data suggests that transformational leadership may not be a sufficient condition for (perceived) headteacher effectiveness.

The link between transformational leadership, perceived leader effectiveness and teachers’ overall job satisfaction has not been investigated in many studies. The present study attempts to address this gap.

The purpose of this paper is to examine whether heterogeneity in alliance capability development can be attributed to the use of certain intra-firm leadership behaviors. The author suggests that transformational leadership behaviors have a stronger influence on the development of innovation (dynamic) capabilities of a strategic alliance than on the development of operational (substantive) capabilities, and that transactional leadership behaviors mainly preserve operational capabilities.

The author used in-depth expert interviews and a questionnaire survey comprising 369 strategic business alliances to develop and test the theoretical framework.

The data confirm the positive relationship between transformational leadership and the development of innovation and operational capabilities. Yet, transactional leadership behaviors are not only associated with operational capability development, but notably contribute to the development of innovation capabilities.

While the study focusses on leadership, there are many more factors that impact on the strategic ability of alliances to deliver innovation outcomes. Other limitations are the multiple levels of analysis in the theoretical model, newly developed measurement scales and that responses for the empirical study only come from one partner of the alliance.

The study suggests advantages of exercising the full range of leadership behaviors when seeking innovation alliance outcomes.

This research contributes to the strategic management, innovation, leadership, and alliances literature by providing new and empirical validation of the effectiveness of particular leadership behaviors in collaborative settings.