Trending Topics

Should your agency be using the Full Range Leadership Model?

Practitioners of transformational leadership simultaneously leverage idealized influence, inspirational motivation, intellectual stimulation, and individual consideration in their relationships with subordinates.

There is growing recognition in law enforcement that mission success depends on every sworn officer — even the rookie on probation who also has a significant followership role —internalizing their role as a leader within the department and community (Andreescu & Vito, 2010). As such, some LE organizations have instituted deliberate leadership development programs, but what traits should they target?

This is a complex and dynamic question because leadership exists on various levels and takes many forms depending on the operational environment. While there is no “paint by numbers” approach to good leadership, research shows the basics can be learned (Murphy & Drodge, 2003) and as such, it is prudent to reference the significant body of literature available on the subject to gain a broad understanding of what works.

The Full Range Leadership Model developed by Bernard Bass and Bruce Avolio is the most researched and validated leadership model to date, and demonstrates four traits LE supervisors can use to improve their performance.

Full Range Leadership Model
Bass and colleagues describe the Full Range Leadership Model as assessing leadership styles along a spectrum of effectiveness. On the bottom end of the scale, research indicates leaders are ineffective when they practice passive/avoidant leader-follower interactions that are totally non-participative/disengaged (laissez faire leadership) or that only engage subordinates when problems become serious (management by exception — passive).

Moving up the scale are two lower-order (yet sometimes necessary) leadership traits emphasizing transactional approaches. Here, leaders continuously monitor subordinates for deviations from desired performance (management by exception — active) or employ “give and take” relationships where subordinates are motivated to achieve clearly articulated standards in return for rewards/recognition (contingent reward).

These two transactional approaches correlate more positively with achieving organizational objectives but their task-oriented nature limits the degree to which the leader can positively affect a follower’s effort, performance and satisfaction — typically resulting in teams that only meet (not exceed) expectations (Bass, Avolio & Atwater; 1996, Hutchinson & Jackson, 2013; & Zhu, Sosik, Riggio, & Yang, 2012). Arguably, transactional approaches align with more of a “management” style than “leadership.”

Toward Transformational Relationships
In contrast to just getting followers to meet expectations through transactional approaches, transformational leadership (conceived by James MacGregor Burns in the 1970’s and developed by Bass) is the model’s highest form of active leadership. This people-oriented — versus task-oriented — leadership style typically inspires followers to exceed expectations and increases group performance by focusing on follower development to increase personal satisfaction and commitment to the group, while inspiring them to achieve at higher levels, and elevate their moral and ethical standards (Hartog, Van Muijen, & Koopman, 1997).

Practitioners of transformational leadership simultaneously leverage idealized influence, inspirational motivation, intellectual stimulation, and individual consideration in their relationships with subordinates to achieve these effects (Zhu et al., 2012).

1. Idealized Influence
Idealized influence describes leaders who are trusted, esteemed and emulated (Bass & Avolio, 2003). These charismatic leaders have maturity and a solid moral and ethical foundation that differentiates them from manipulative figureheads (Gibson & Pason, 2003). The following is typical of their behaviors (Bass et al., 1996; Bass & Avolio, 2003):

• They communicate their most important values and beliefs
• They act in ways that subordinates are proud to be associated with them and build others’ respect
o They maintain/enforce standards
o They have a credible level of professional expertise
o They get out “into the field”
o They hold the respect of senior leaders
o They support their chain of command and their followers
o They demonstrate a willingness to take appropriate risks
o Conduct is consistent with organizational ethics, principles and values
• They place the group above self-interests
• They exude an aura of power and confidence balanced by humbleness and approachability
• They consider the moral and ethical consequences of their decisions

2. Inspirational Motivation
Inspirational motivation imparts a sense of enthusiasm, individual and team spirit by providing meaning and challenge to work (Bass & Avolio, 2003; Zhu, et al., 2012). These leaders:

• Provide or communicate the vision and mission in meaningful/actionable ways
• Discuss optimism for the future
• Express enthusiasm for tasks to be accomplished
• Articulate confidence in goal achievement

3. Intellectual Stimulation
Bass and Avolio state that intellectual stimulation creates an atmosphere where followers think creatively about organizational challenges and influence subordinates to:

• Constantly evaluate appropriateness of traditional assumptions
• Seek out and consider different perspectives
• Look for new ways to accomplish tasks/solve problems
• Take calculated risks

4. Individual Consideration
Bass and Avolio identified leaders practicing individual consideration as engaging subordinates at a personal level. Specifically, they:

• See others as individuals with unique desires, abilities and needs
• Develop strengths in others by teaching, coaching and mentoring
• Practice active listening and are good communicators

End States
Police supervisors should have specific follower-outcomes in mind when practicing the four I’s and tailor their message accordingly. For example, supervisors may inspire their officers to:

• Consistently operate with an appropriate survival mindset
• Execute tactics correctly and constantly
• Embrace department policy and limits of authority
• Communicate more effectively (written and verbal)
• Seek training beyond required minimums
• Use critical thought/analysis (consider 2nd/3rd order effects)
• Elevate their character and integrity
• Expand areas of professional expertise
• Internalize their vital role in the department’s service delivery model

Wrap-Up
By definition, good street cops are leaders — their leadership is where the rubber meets the road for delivering service to the community. They make decisions in hostile and dynamic environments, under pressure and usually without opportunity for backup or supervisor input.

However, we must also acknowledge the critical support role supervisors play in positioning these officers for success. As a supervisor, think about the four traits of transformational leadership and how you can weave these concepts into your daily operations in a balanced and credible manner. Making the associated investment in time and effort can increase your officer’s performance and survivability on the street, and that’s what it’s all about.


References
Andreescu, V., & Vito, G.F. (2010). An exploratory study on ideal leadership behavior [sic]: the opinions of American police managers. International Journal of Police Science & Management Volume 12 Number 4, 567-583.
Bass, B., & Avolio, B.J. (2003). Multifactor Leadership Questionaire Feedback Report. Mind Garden, Inc.
Bass, B., Avolio, B.J., & Atwater, L. (1996). The transformational and transactional leadership of men and women. Applied Psychology: An International Review, 45(I). 5-34.
Gibson, F.W., & Pason, A. (2003). Levels of Leadership: Developing Leaders Through New Models. Journal of Education for Business, (September/October 2003). 23-26.
Hartog, D.N., Van Muijen, J.J., & Koopman, P.L. (1997). Transactional versus transformational leadership: An analysis of the MLQ Journal. Journal of Occupational and Organizational Psychology 70. 19-34.
Hutchinson, M., & Jackson, D. (2013). Transformational leadership in nursing: towards a more critical interpretation. Nursing Inquiry, 20(1). 11–22.
Murphy, S.A., & Drodge, E.N. (2003). The four I’s of police leadership: A case study heuristic. International Journal of Police Science & Management 6(1), 1-15.
Zhu, W., Sosik, J.J., Riggio, R.E., & Yang, B. (2012). Relationships between transformational and active transactional leadership and followers’ organizational identification: The role of psychological empowerment. Journal of Behavioral and Applied Management, 186-212.

Lieutenant Colonel Paul C. Wood is assigned to North American Aerospace Defense Command and United States Northern Command (NORAD and USNORTHCOM), Peterson Air Force Base, Colorado where he works in the J5 Plans, Policy and Strategy Division, as the Branch Chief for Homeland Defense Strategy, Policy and Doctrine.

RECOMMENDED FOR YOU