Leadership models

Fig. 10.1 Corporate center leadership models. Source McKinsey...

The Full Range Leadership Model An Integrative Framework... 

Bass and Avolio (1994) propose an integrative framework that includes transformational, transactional, and nontransactional leadership. According to Bass and AvoUo s fuU range leadership model, leadership behaviors form a continuum in terms of activity and effectiveness. Transformational leadership behaviors are at the higher end of the range and are described as more active-proactive and effective than either transactional or nontransactional leadership. Transformational leadership includes four components. 

Thus, according to the full range leadership model, every leader displays each style to some degree. Three-dimensional optimal and suboptimal profiles are shown in Figure 3. The depth frequency dimension represents how often a leader displays a style of leadership. The horizontal active imension represents the assumptions of the model according to which the laissez-faire style is the most passive style, whereas transactional leadership incorporates more active styles and transformational leadership is proactive. The vertical effectiveness dimension is based on empirical results that... 

Figure 3 Full Range Leadership Model Optimal and Suboptimal Profiles as Created by the Frequency of Displaying the Leadership Styles Behaviors. (Adapted from B. J. AvoUo, Full Leadership Development Building the Vital Forces in Organizations, p. 53, copyright 1999 by Sage Publications, Inc., reprinted by permission of Sage Publications, Inc.)...

Numerous studies have examined the relationships between various components of the full range leadership model and performance outcomes. Overall, these studies confirmed the positive impact of transformational leadership on perceived effectiveness as well as on hard measures of performance. 

Figure 5 The Relationships between the Full Range Leadership Model s Styles and Leader Effectiveness in Public and Private Oiganizations in Lowe et al. s (1996) Meta-anedysis of 47 Samples. (MLQ = multifactor leadership questionnaire, which measures transformationail, transactional, and nontransactional leadership Relationship = correlations between leadership style and leader effectiveness Follower measures = subordinate perceptions of leader effectiveness oiganizational measures = quasi-institutional measures of leader effectiveness including both hard meeisures [e.g., profit] and soft measures [e.g., supervisory performance appraisals].)...

Although surveys are extremely important tools, not every individual manager can expect to receive a report, nor are their individual behaviors assessed via this method. This is where multisource or 360-degree feedback plays an important part in the OD and D I change process. Tools such as 360-degree feedback are the primary means by which organizations tie their corporate values and key competencies to individual behaviors of leaders and managers (Bracken, Timmreck, Church, 2001), usually via some type of formal leadership model or framework. 

It is important to recognize that new leadership approaches also are required. Deborah Ancona s research work on successful enterprise teams (dubbed X-Teams) indicates that a distributed (versus hierarchical) leadership model is particularly effective in these complex environments (Ancona and Bresman, 2007). That leadership must permeate all levels of the organization. X-Teams also projected upwards... 

How can this leadership model facilitate the development of safety as a key component in the organizational culture of the school ... 

The authors noted that the findings of their study were aligned with Buddhism. Based on their findings, the authors designed a three-level leadership model (Kemavuthanon and Duberley 2009 p. 749). 

Level 2 of the leadership model focuses in benefitting others. Once the student has acquired the knowledge in Level 1, then they interview the people in the community to understand their needs and wishes. In this level, we encourage the students to listen to the voices of the people in order to help find a suitable way to solve the problem. The smdents activities of brainstorming, designing, and testing a prototype are part of Level 2 because they are processes necessary to help satisfy the needs of the people. 

According to Kemavuthanon and Duberley (2009) the ultimate goal of leadership is to engage in a holistic approach beyond self-interest to solve problems. In Level 3 of the leadership model, the students and community members benefit each other and extend the benefits beyond the community, hi the last step, students will report their findings and proposed solution to a non-profit organization that helps in sustainable community development, to the school, or to other neighborhoods. 

I have presented a framework of leadership based on the Buddhist view of ethical development. The framework consisted of Kemavuthanon and Duberley s (2009) leadership model and the practice of the six virtues of the Mahdydna tradition of Buddhism. Through a case scenario, I demonstrated how a model of engineering... 

The leader is basically a medium for processing information. The team comes together for the purpose of a unified effort in processing necessary information. Characteristics of team effectiveness include a unified commitment, a results-driven structure, a collaborative cUmate, and external support. The team leadership model integrates mediation and monitoring concepts to a group rather than to an individual. 

The Safety Leadership Model (Figure 4-1) is made up of four rings ... 

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