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The Full Range Leadership Model - a one page overview

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Provides a summary of the full range of leadership styles from transformational, transactional, laisez-faire and avoidant. Articulates the key behavioural indicators of leadership characterizing each style. MLQ is the 360 (or self report) inventory to use in conjunction with this model. Extensive peer-reviewed work exists supporting the value of this model of leadership in organizations.

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The Full Range Leadership Model - a one page overview

  1. 1. Inspires Others Acts with Integrity Builds Trust The Full Range Leadership Model The Full Range Leadership Model provides an empirically valid set of behaviours. Leadership effectiveness against this model can be evaluated using the Multi Factor Leadership Questionnaire (MLQ). Encourages Innovative Thinking Coaches Others Rewards Achievement Monitors Mistakes Fights Fires Avoids Involvement - Goes beyond self interest for the good of the group - Displays confidence - Acts in ways that builds others’ respect for them - Specifies the importance of having a strong purpose - Considers moral and ethical consequences of decisions - Emphasises the importance of a collective mission - Talks optimistically about the future - Talks enthusiastically about what needs to be achieved - Articulates a compelling vision - Expresses confidence that goals will be achieved - Examines critical assumptions to question appropriateness - Seeks different perspectives when solving problems - Gets others to look at problems from many angles - Suggests new ways - Spends time teaching and coaching - Treats others as individuals - Considers different needs - Helps others develop - Provides others with help in return for their efforts - Discusses who is accountable for what - Expresses satisfaction when goals are achieved - Focuses attention on mistakes and deviations - Keeps track of mistakes - Directs attention towards failure to meet standards - Fails to interfere until problems become serious - Waits for things to go wrong before taking action - Believes in “if it ain’t broke, don’t fix it” - Avoids getting involved when important issues arise - Absent when needed - Avoids making decisions - Delays responding to urgent questions There should be none of these behaviours present These behaviours are ineffective when overused. Beware of balance These are the core behaviours that drive effective cultures (transformational leadership). @perfmindsets