Full Range Leadership Model Flashcards
Actively monitors processes and procedures
Management By Exception – Active (MBE-A)
Delays and fails to follow up
Laissez Faire Leadership
Avoids personnel intervention
Laissez Faire Leadership
Sets goals together with and for his or her coworkers that are specific, measurable, attainable, results oriented and time bound
Contingent Reward (CR)
Transformational Leadership Styles
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- Individualized Consideration (IC)
- Intellectual Stimulation (IS)
- Inspirational Motivation (IM)
- Idealized Influence (II)
Transactional Leadership Styles
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- Laissez Faire Leadership (LF)
- Management by Exception - Passive (MBE-P)
- Management by Exception - Active (MBE-A)
- Contingent Reward (CR)
Intervening only if/when standards are not met
Management By Exception – Passive (MBE-P)
Immediate intervention when deviations in standards occur
Management By Exception – Active (MBE-A)
Unaware of personnel performance
Laissez Faire Leadership
Challenge the old ways of doing things
Intellectual Stimulation (IS)
Provides rewards when goals are attained
Contingent Reward (CR)
Sending the message, “I believe that this is truly the right thing to do”
Idealized Influence (II)
Always try to develop new and slightly better ways of performing the job – in a lot of small steps rather than in a few quantum leaps
Intellectual Stimulation (IS)
Empathizing with individual needs
Individualized Consideration (IC)
Wiling to take risks for potential gains
Intellectual Stimulation (IS)
Focusing attention on mistakes, shortcomings, deviations and complaints
Management By Exception – Active (MBE-A)
Making sure to get to know if and when things go wrong
Management By Exception – Active (MBE-A)
Expressing confidence in the vision of the organization
Idealized Influence (II)
Encouraging continuous development and growth of personnel
Individualized Consideration (IC)
Talk about the mission or purpose for the group or the organization
Inspirational Motivation (IM)
Does not care
Laissez Faire Leadership
Come up with new ideas
Intellectual Stimulation (IS)
Exhibiting great commitment and persistence in pursuing objectives
Idealized Influence (II)
Hands off or absence of leadership
Laissez Faire Leadership
Express confidence in others’ abilities to reach visions and goals
Inspirational Motivation (IM)
Developing trust and confidence among personnel
Idealized Influence (II)
Monitors progress toward goals actively and provides supportive feedback
Contingent Reward (CR)
Genuinely caring and showing compassion
Individualized Consideration (IC)
Making interpersonal connections with personnel
Individualized Consideration (IC)
Putting out the fires!
Management By Exception – Passive (MBE-P)
Sending the message, “I care about you and am looking out for your best interest”
Individualized Consideration (IC)
Reluctantly reacting to mistakes and wrong doings
Management By Exception – Passive (MBE-P)
Avoids taking stands on issues, getting involved and making decisions
Laissez Faire Leadership
“Be the kind of leader that you would follow.”
Idealized Influence (II)
Specifies which rewards that are to be expected for attaining the goals
Contingent Reward (CR)
Talk optimistically about the future and articulate compelling visions
Inspirational Motivation (IM)
Creativity and innovation
Intellectual Stimulation (IS)
“If you’ll do as we agreed, you’ll get the reward.”
Contingent Reward (CR)
Believes “if it’s not broke, don’t fix it”
Management By Exception – Passive (MBE-P)
Demonstrating an inclusive vision
Idealized Influence (II)
Use a strong and evocative language
Inspirational Motivation (IM)
Absent when needed
Laissez Faire Leadership
Seek different perspectives when solving problems
Intellectual Stimulation (IS)
Setting an example for all to emulate
Idealized Influence (II)
Walk the talk
Idealized Influence (II)
Asks for and suggest pathways for the group and for each individual to meet performance expectations
Contingent Reward (CR)
“Let’s make a deal!”
Contingent Reward (CR)
Not rewarding substandard performance
Contingent Reward (CR)
Waiting for things to go wrong before taking any action
Management By Exception – Passive (MBE-P)
Closely monitoring for errors and intervening before errors occur (“micromanaging”)
Management By Exception – Active (MBE-A)
Doesn’t emphasize results
Laissez Faire Leadership
Align individual goals and aspirations with the vision for the organization
Inspirational Motivation (IM)
