Overview of Leadership Approaches

Leadership is the backbone of organizational success, and it is evident from the fact that leadership has been researched for more than 50 years. In literature, leadership has been discussed based on different schools of thoughts. This chapter articulates different leadership approaches in order to provide a clear understanding of leadership development with the passage of time. It describes trait approach, behavioral approach, and contingency approach to leadership. Furthermore, it also explains full range leadership model and some emerging leadership styles in the organizational context.

Download Full-text

The Moderating Effect of Cognitive Style Indicator on the Relationship Between Leadership Styles and Employee Performance

Servant Leadership Styles and Strategic Decision Making - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-4996-3.ch007 ◽

2019 ◽

pp. 171-185

Author(s):

Muhammad Jamil Khan

Keyword(s):

Cognitive Style ◽

Employee Performance ◽

Full Range ◽

Quality Data ◽

Leadership Model ◽

Full Range Leadership Model ◽

Full Range Leadership ◽

The Relationship ◽

Theses And Dissertations ◽

Survey Approach

The aim of this chapter is to review the full range leadership model and link with decision making cognitive style to increase performance of employees. For this purpose, numerous articles, theses, and dissertations have been reviewed. It also takes into consideration that articles should be downloaded from ISI index and Scopus index journals in order to get quality data for review. This study will be quantitative in nature and will use survey approach for data collection. Population of this study will be all degree-awarding institutions from KPK universities.

Download Full-text

An Exploratory Study of Full Range Leadership Model and Nonverbal Sensitivity

Logos Universality Mentality Education Novelty SOCIAL SCIENCES ◽

10.18662/lumenss.2017.0601.08 ◽

2017 ◽

Vol 6 (1) ◽

pp. 83-94

Author(s):

Marius Constantin ROMASCANU ◽

◽

Virgil GHEORGHE ◽

Dan Florin STANESCU ◽

◽

...

Keyword(s):

Exploratory Study ◽

Full Range ◽

Nonverbal Sensitivity ◽

Leadership Model ◽

Full Range Leadership Model ◽

Full Range Leadership

Download Full-text

Comparative Study of Full Range Leadership Model among Faculty Members in Public and Private Sector Higher Education Institutes and Universities

International Journal of Business and Management ◽

10.5539/ijbm.v5n4p208 ◽

2010 ◽

Vol 5 (4) ◽

Author(s):

Muhammad Musarrat Nawaz ◽

Mahmood Ahmad Bodla

Keyword(s):

Higher Education ◽

Private Sector ◽

Comparative Study ◽

Full Range ◽

Faculty Members ◽

Public And Private ◽

Leadership Model ◽

Full Range Leadership Model ◽

Full Range Leadership ◽

Public And Private Sector

Download Full-text

Corporate Psychopathy and the Full-Range Leadership Model

Assessment ◽

10.1177/1073191114545490 ◽

2014 ◽

Vol 22 (3) ◽

pp. 267-278 ◽

Cited By ~ 23

Author(s):

Cynthia Mathieu ◽

Craig Neumann ◽

Paul Babiak ◽

Robert D. Hare

Keyword(s):

Full Range ◽

Leadership Model ◽

Full Range Leadership Model ◽

Full Range Leadership ◽

Corporate Psychopathy

Download Full-text

Developing transformational leaders: the full range leadership model in action

Industrial and Commercial Training ◽

10.1108/00197850610646016 ◽

2006 ◽

Vol 38 (1) ◽

pp. 23-32 ◽

Cited By ~ 81

Author(s):

Paul Kirkbride

Keyword(s):

Full Range ◽

Transformational Leaders ◽

Leadership Model ◽

Full Range Leadership Model ◽

Full Range Leadership

Download Full-text

The Ethical Dimension in Transformational Leadership

Journal of Business Systems Governance & Ethics ◽

10.15209/jbsge.v3i3.139 ◽

2008 ◽

Vol 3 (3) ◽

Cited By ~ 2

Author(s):

Anona Armstrong ◽

Nuttawuth Muenjohn

Keyword(s):

Transformational Leadership ◽

Management Practices ◽

Empirical Studies ◽

Full Range ◽

Empirical Support ◽

Ethical Behaviour ◽

Leadership Model ◽

Full Range Leadership Model ◽

Full Range Leadership ◽

Leadership Behaviour

Few empirical studies have been done that directly address the underlying values that drive leadership or distinguish its ethical dimensions. As a result the development of a theory about how values and ethics affect transformational leadership lacks empirical support. This has important implications for the study of transformational leadership. The purpose of this study was to establish a range of values and implied approaches to ethics that are associated with transformational styles of leadership, to use an inductive approach to determine the values and ethical approaches associated with transformational leadership, and to determine whether such a style is always right in itself. The study used interview data from senior executives to address the questions: What kinds of values do people associate with the dimensions of transformational leadership? Are these values related to ethical conduct and positive outcomes for followers and organisations? What are the values that drive transformational leadership behaviour? Is there an ethical or moral dimension to it? Do these represent ethical or immoral dimensions in the “Full range leadership model? The results of this study suggest that leaders’ values are more important in driving ethical behaviour among leaders, than the operationalisation of the management practices suggested by transformational leadership theory.

Download Full-text