Full Range Leadership Research Articles

Adolescent Athletes' Perceptions of Both Their Coachs' Leadership and Their Personal Motivation.

Previous studies, framed within the full range leadership approach, have described how the coach's interpersonal behaviors affected athletic outcomes. However researchers have yet to explore how specific leadership behaviors (transformational vs transactional), as perceived by athletes, may affect athletes' motivation. The aim of this study was to further examine the link between coaches' leadership behaviors and athletes' motivation among high achieving adolescent athletes. Two-hundred and twenty-three elite youth athletes (M = 15.4 years; SD = 1.6; 53.4% male and 46.6% female) responded to questionnaires pertaining to their coaches' leadership and their individual motivation levels. We found a direct and linear relationship between transformational leadership and intrinsic motivation, and between transactional leadership and external regulation. None of the moderators we studied (age, gender, age group category, and sport skill level) moderated relations between coaches' leadership and personal motivation. This research re-emphasized the important interpersonal role that coaches play in athletes' sport development. We recommend that coaches include more interpersonally focused educational programs that emphasize transformational leadership.

How Coach Educators Deliver Formal Coach Education: A Full Range Leadership Perspective

While recent work recognizes a need for coach education to place greater emphasis on interpersonal knowledge when developing coaching expertise, it is our position that coach educators (CEs) must follow a similar trajectory in embracing the interpersonal knowledge requisite of their role and move beyond a reliance on content and professional knowledge in order to shape their delivery. To better understand CEs’ behaviors, the authors observed four experienced CEs in Alpine skiing, using an adapted version of the Coach Leadership Assessment System during delivery of a coach education and assessment course. The authors also interviewed CEs to further elucidate the observational data. The findings suggest the benefit of transactional approaches to leadership during assessment when set against the backdrop of an environment driven by intentions consistent with transformational leadership. Furthermore, we call for a greater appreciation of context when imagining CEs’ behaviors that align with effective practice.

Full Range Leadership Concepts

Full Range Leadership Concepts

Work Supervisors’ Leadership Styles and Labourers Performance of Northern Province, Sri Lanka

Leadership style is one of the strategies to influence the performance of the employees of the organization. Main Objective of this research is to identify the impact of work supervisors’ leadership styles on Road Maintenance labourers’ performance in the Road development Authority, Northern Province. However, a part of the aims is to introduce the best leadership approach to increase the performance of RDA Road Maintenance Labourers working in the field. The research used mixed method approach with descriptive and inferential method to determine the effect of leadership styles on employee performance. The full range leadership styles of transformational, transactional, laissez faire and autocratic (independent variables) were considered with labourers performance (dependent variable). The sample population of the study is comprised of the 200 Road Maintenance labourers of the Northern province RDA. Simple random sampling techniques were used in this research. Two part of questionnaires were used to collect data on profile of sample and variables. SPSS 25 software was used to calculate inferential analysis of correlation and regression to test the hypothesis. The results from both analyses show that Transactional and Transformational leadership styles significantly impact on Road Maintenance labourers performance at the level of 0.05 (P-0.044) and 0.01(P-0.006) respectively effect on employee performance. Overall leadership styles are impact on labourers performance at the level of 0.01 level (0.008). From the results, transformational and transactional leadership have greater effects on labourers’ performance. It is recommended therefore that Transformational and transactional leaderships of work supervisors are the most effective leadership styles which are recommended for the RDA management to follow this HR practice by their work supervisors in order to increase the performance of RDA labourers.

The Effects of Environment Uncertainty and Leadership Styles on Organisational Innovativeness

The paper aims to better understand the importance of a company’s external environment uncertainty level and the CEO’s leadership style for innovation. Different leadership styles were assessed in the context of a full range leadership theory, namely: transformational (Tfl), transactional (Tsl) and passive leadership (PL). Partial Least Squares-Structural Equation Model was developed, tested and validated to explain the effect of environment uncertainty and leadership style on organisational innovativeness. The hypotheses were tested using responses of managers from 159 medium and large organisations in the Republic of Serbia during 2017. The results suggest that there is a statistically significant relationship between environment uncertainty and organisational innovativeness, while transformational leadership was described as important leadership style that cannot be ignored if organisation wants to improve organisational innovativeness. Influence of transactional leadership was not statistically significant, while passive leadership style was found to have the negative influence on organisational innovativeness. Based on the results of the study, practical implication of creating a more supportive workplace for all types of innovation is emphasised. Encouraging managers to predominantly use proactive leadership, i.e. transformational style, facilitates significant innovative capacity. The effective use of leadership style and its innovativeness in South-eastern European countries is vastly unexplored. Thus, the results of the research fill the literature gap between Western leadership theory and South-eastern European context.

Followers’ job crafting: relationships with full-range leadership model

This study investigated the link between three leadership styles (transformational, transactional, and laissez-faire) and followers’ job crafting, representing the set of changes regarding job demands and job resources that employees proactively make. Based on the Conservation of Resources Theory, we expected that leaders who create both personal and job resources for their subordinates will motivate them to invest these existing resources in order to gain new ones, leading to increases in followers’ job crafting behaviours. A quantitative analysis was conducted among a sample of 479 subordinates. Participants reported the way they perceive their leaders’ behaviours and rated their own job autonomy, self-efficacy, work engagement, and job crafting. Both transformational and transactional leadership were positively associated with followers’ increasing resources and demands. Contrary to our expectations, followers’ work engagement was a suppressor variable in the positive relations between both transformational and transactional leadership and decreasing hindering demands. Laissez-faire leadership was negatively associated with increasing resources and positively with decreasing hindering demands. Job autonomy, self-efficacy, and work engagement have mediated most of the studied relationships. Another unexpected finding was that all three mediators were suppressing the positive relation between laissez-faire leadership and increasing challenging job demands. Theoretical and practical implications are discussed.

Investigation the Relationship between Full Range Leadership and Team Effectiveness : Focused on the Case of Vietnamese National Soccer Team Coach, Park Hangseo

This study focuses on the full range leadership that Park Hangseo exercised. Full range leadership is based on the assumption that combination of various leadership behaviors can create a synergy effect. Park Hangseo’s case demonstrates leadership behaviors such as idealized influence, individualized consideration, intellectual stimulation, contingent reward, and management by exception. His leadership behaviors can be described in specific as follows. First, Park Hangseo priotized soccer development in Vietnam over immediate noticeable winning record and laid groundwork for the future. He emphasized ‘Vietnamese spirit’ and built up trust as a foreign coach from team members, Second, Park Hangseo tried to remove regionalism in choosing players, which was driving force in building ‘One Team’ finally. This brought Vietnamese feel together and made them feel united. Third, Park Hangseo broke hierarchical organizational culture in athletic team and built a family like relationship, which touched his team members. He won team members’ heart, which was the power of the leader Park Hangseo in the end.

INSTRUCTOR LEADERSHIP IN EFL CLASSROOMS AND THE OUTCOMES: THE EFFECTS OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES

In this study, classroom leadership styles of English language instructors were investigated within the Full Range Leadership (FRL) framework with the purpose of determining the relationship between instructors’ leadership styles and the outcomes of leader (the instructor in the classroom context) effectiveness, students’ extra effort and student satisfaction. Classroom Leadership Instrument, a modified version of Multifactor Leadership Questionnaire, was administered to 300 students from English Language Teaching and English Language and Literature Departments at a Turkish state university. Research data were analyzed through inferential statistical tests and the results revealed that transformational leadership and active traits of transactional leadership significantly correlated with all three leadership outcomes. Consequently, the instructors with such leader characteristics appeared to be more effective teachers, whose students felt more satisfied with their teaching and displayed extra effort at a higher extent in the courses.

Full range indeed? The forgotten dark side of leadership

PurposeThe 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/approachBased 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.FindingsFirst, 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/valueOur 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 and Leadership Development Experiences in Public Parks and Recreation Organizations

Full Range Leadership and Leadership Development Experiences in Public Parks and Recreation Organizations

The role of Motivational Factors on Employee Engagement at Readymade Garments Industry, with Leadership as Moderator

The current study aims to extend the literature by examining the moderating effect of leadership styles on the relationship between motivational factors and employee engagement in the context of the readymade garments (RMG) industry of Bangladeshwhere both leadership styles, motivational factors and employee engagement are known to be at an unsatisfactory level. The study used Herzberg’s two-factor theory and the full range leadership model. Quantitative technique had been used and the hypotheses were investigated through path coefficient analysis of 387 employees at the RMG industry of Bangladesh. The findings show thatextrinsic motivational factors, intrinsic motivational factors, transactional leadership style and transformational leadership stylehave significant effect on employee engagement as well as transactional leadership style moderates the relationship between intrinsic motivational factors and employee engagement. The paper discusses the implications of the findings and provides constructive suggestions on how to use motivational factors and leadership styles to positively impact employee engagement. The conclusionsrecommend that the industry focuses on leadership styles and motivational factors in order to fulfil more ambitious targets and sustain business for the long term.

Preferred leadership style, leadership and entrepreneurial inclination among university students

Although many researches have been conducted on leadership styles and university studentsare participants in exploratory social science research quite frequently, fewer examples can befound on the application of the Full Range Leadership model among the youth. In this article,the authors examine preferred leadership styles among Hungarian students, and map theirconnections with managerial and entrepreneurial inclination. The online questionnaire used inthe research was completed by university students studying economics, technology and socialstudies in the capital and beyond. The questionnaire was completed by 335 university students.The results are exploratory, and they seem to modify the existing typologies. Four distinctleadership styles could be observed within the target group, embodying the transformative,supportive, defensive, and laissez-faire leadership types. Based on multivariate analysis one maysuppose that among students leadership willingness is positively connected to transformativeleadership, while entrepreneurial inclination to the transformative and supportive styles.

The Role of Nursing Leadership in Ensuring a Healthy Workforce in Corrections.

In Canada, responsibility for corrections is divided between federal, provincial and territorial governments, with nurses being the largest group of healthcare professionals working in correctional institutions (penitentiaries, jails, prisons, correctional centres and secure correctional treatment centres) across the country. Correctional institutions are among the most challenging workplace settings for nurses, as they face competing tensions between the provision of quality care and strict security requirements for safety. They also experience unique workforce issues with high reports of burnout and emotional exhaustion. Nursing leadership at all levels of the correctional system is critical in creating work environments that optimize workplace well-being and minimize burnout. The purpose of this paper is to discuss the role of nursing leadership in facilitating and enabling a healthy workforce in corrections.Minimal research has examined leadership and healthy work environments in correctional institutions. Several authors have, however, discussed transformational leadership as a strategy to positively influence correctional nursing practice. In this article, we expand on this previous work to describe the full range leadership model and how it can be used to form the foundation of effective leadership and support the creation of healthy work environments in the correctional context.

Comparing Two Instruments of Transformational Leadership

Purpose: To compare two transformational leadership instruments, Bass’s Full Range Leadership Model and its instrument Multifactor Leadership Questionnaire with the Transformational Leadership Scale proposed by Rafferty and Griffin (2004), using empirical evidence from a single sample.

Full Range Leadership Styles and Government IT Team Performance: The Critical Roles of Follower and Team Competence

In this study, we explore how leadership affects team performance from a team and follower competence perspective. We base our study on the Full Range Leadership (FRL) model, which proposes three different leadership styles: passive/avoidant, transactional, and transformational. The FRL has been well-studied outside the public administration environment, but rarely considering the three leadership styles simultaneously, or with team level outcomes. We propose a sequential mediation model in which leadership styles relate to follower competencies, which in turn relate to team competence, and then team performance. Our research design is distinctive in that we study all three FRL styles simultaneously, examine team performance as opposed to individual performance, and utilize data from three levels of a municipal government IT department. We found that transformational leadership was directly and indirectly related to team performance in the expected positive directions. Transactional leadership was mostly ineffective, while passive/avoidant leadership had complicated relationships with team performance that were both positive (direct) and negative (indirect through competence). We conclude that the three FRL styles have varying degrees of effectiveness as direct and indirect predictors of team performance. We discuss the implications of our results for leadership of public administration organizations.

Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory

While some research has documented links between supervisors’ leadership style and subordinates’ motivation, little is known about what drives leadership behaviors in the first place. This study aimed to contribute to the scholarly literature on motivational antecedents of leadership by drawing on the self-determination theory (SDT) of motivation and the full range leadership theory. We traced work motivation throughout the leadership process, starting with supervisors’ work motivations as potential antecedents of leadership styles and proceeding to how leadership styles associate with subordinates’ work motivations. A 2-2-1 multilevel mediational model tested on 61 supervisors and their 244 subordinates showed that supervisors’ autonomous work motivation was linked with subordinates’ ratings of supervisors’ transformational leadership which, in turn, was linked with subordinates’ autonomous work motivation. Furthermore, supervisors’ transactional leadership mediated the association between their controlled motivation and their subordinates’ controlled motivation, whereas supervisors’ passive-avoidant leadership mediated the link between their amotivation and their subordinates’ amotivation. Our integration of the full spectrum of SDT’s conceptualization of motivation with the full range of leadership theory provides insights into the motivational processes that naturally direct supervisors toward transformational, transactional, or passive-avoidant leadership styles and their consequent reflection in subordinates’ motivations. The work has both theoretical and practical implications.

Shared or different realities

PurposeThe purpose of this paper is to explore the consequences of self–other agreement (SOA) between leaders and subordinates on constructive and passive leadership behaviors for employee well-being, performance and perception of learning climate.Design/methodology/approachQuestionnaire ratings of 76 leaders and 211 subordinates in a forest industrial company on full-range leadership and subordinate ratings of well-being, work performance and learning climate have been used in this paper. The data were analyzed using polynomial regression with response surface analysis.FindingsSOA on constructive leadership (transformational leadership and contingent reward) was related to subordinates’ perception of a positive learning climate. SOA on passive leadership (management-by-exception passive) reduced subordinates’ performance, while disagreement reduced their well-being.Practical implicationsIt is important to give leaders feedback on their own and their subordinates’ ratings of not only constructive leadership behaviors but also passive behaviors.Originality/valueThe study demonstrates how SOA on leaders’ constructive and passive leadership behaviors impacts employees’ well-being, performance and work climate.

Evaluation of iLead, a generic implementation leadership intervention: mixed-method preintervention–postintervention design

ObjectivesThe present study aimed to evaluate the iLead intervention and to investigate whether or not transfer of training can be supported by contextualising the intervention (recruiting all managers from one...

A Transformational Coaching Workshop for Changing Youth Sport Coaches’ Behaviors: A Pilot Intervention Study

To maximize the effectiveness of coach development, educational programs should target coaches’ interpersonal behaviors, be informed by behavior-change techniques, and incorporate comprehensive evaluation procedures. Thus, informed by the full-range leadership model (see Bass and Riggio in 2006) and the Behaviour Change Wheel (see Michie et al. in 2011), Turnnidge and Côté in 2017 developed the Transformational Coaching Workshop (TCW). The purpose of this study was to evaluate the TCW’s effectiveness through observation before and after coaches’ workshop participation. Participants included 8 male head coaches of youth soccer teams. Systematic observation and coding using the Coach Leadership Assessment System were employed pre- and postworkshop to examine coaches’ leadership behaviors. Coaches made improvements in the types of leadership behaviors used and how they were conveyed. This study demonstrates that systematic observation can be implemented to explore real-world changes in behaviors. Future research should examine the impact of the TCW on athlete outcomes.

Transactional and transformational leadership: a study of Indonesian managers

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.