Full Range Leadership Development Summary

Dan DeRusha

Executive MBA Class 22

Management 810 – Leadership

August 29, 2014

Summary of Reading:

Full Range Leadership Development, Sosik & Jung, Chapters 1, 2, and 3

The Full Range Leadership Development (FRLD) model is introduced as a premier leadership training model. The authors present the model as one that is based strongly in scientific and academic research and builds upon the work of Bernard Bass and Bruce Avolio of the Center for Leadership Studies at the State University of New York at Binghamton. The authors studied under Bass and Avolio while earning their Doctoral degrees at SUNY Binghamton.

The FRLD model has been successfully applied in many environments and is used in the teaching of leadership at several well recognized

These leaders are exemplary role models, have an exciting vision, challenge the status quo and continually innovate (even at the peak of success), and coach and mentor their associates to achieve their full potential and performance.” (Chapter 1 Location 803)

At the end of the first chapter the authors present their theories and the FRLD model in the context of historical thought on leadership and in comparison to other leadership theories.

A valuable table is presented and is best referenced directly rather than summarized: Table 1.3 How Full Range Leadership Development Relates to Other Leadership Theories (Chapter 1 Location 812)

The other theories referenced are: Trait theory, Psychodynamic theory, Skills theory, Style theory, Situational leadership-oriented theory, Contingency theory, Path-goal theory, Leader-Member Exchange (LMX) theory, and Authentic leadership

The authors encourage readers to take time to reflect on how they can view their own situations and start to evaluate and apply their learnings while developing Transformational Leadership behaviors within their own environments. The section “View Your World Through a FRLD Process Model Lens” leads the reader in this self-reflection direction.

Chapter 3, Idealized Influence Behaviors and Attributes, moves beyond the background and basis for the FRLD model and starts focusing on the specifics of the FRLD model behaviors. Idealized influence focuses on the personal behaviors and attributes that you must internalize to be an effective leader for your followers. You must have a team behind you to be a successful leader and that success is derived from your own actions as a role model for your followers.

“…idealized influence involves being a positive role model that exemplifies high levels of moral/ethical and performance standards. To be moral and ethical means that you hold and display character strengths and virtues valued by society. It also means that you put your group’s best interests ahead of your own personal interests. To hold high performance standards means that you aim high in all of your work processes, products, and outcomes, and you raise the bar for others.” (Chapter 3 Location