Full-Range Leadership Model Essay

Leadership is important because it helps followers reach a common goal. There have been several studies based on effective leadership. The definition of leadership has evolved over the years adapting to the different views of the world. Leaders have influence on their followers they are looked up to.

In the book Good to Great, author Jim Collins defines many leadership concepts and principles. Collins and his team studied many organizations and their leaders to develop these principles. Due to the length of time these organizations have been successful and the presence of the concepts he found, Collins believes these concepts to be timeless. These ideas are present within many already established organizations. In this paper, I will discuss many of Collins principles and how I believe they are present in the organization in which I belong, the 171st Air Refueling Wing.

We continued to have personality challenges, due to the Operations Officer having a directive leadership approach, and strong personality traits that were not inviting no matter how much he tried. This was because he had a vision of what the end state of the mission would look like and had already mapped out the process on how to get to the end state without everyone’s by in on the process. For the Army personnel who worked with him before, we knew and trusted that he would lead us through the process the most efficient way. For the leaders who never worked with him and the Airmen who were not accustomed to his approach, struggles throughout the entire planning process until, the plan was exercised using a rock drill and charted each phase of operation using a sync matrix, which is part of military decision-making process. After and during the rock drill, you could visually see the staff get the overall vision of what the OPS Officer had been saying all along. It was like a light bulb turning on for each of the staff members. Since then, the staff in the JDOC has learned to take a step back and think about their processes, and how it effects both the Army and Air Guard elements, and their Soldiers and Airmen. We also take into account the language we use, and how to better integrate our forces with each other in order to exercise the JDOC plan throughout the

I have been newly assigned by the Wing Commander to be the supervisor of XYZ Air Base Wing Safety Office. The base has recently suffered from a series of off-base traffic accidents involving service members and their dependents, and there was evidence that the Wing Safety Office was not functioning as a team. The Wing Commander has tasked me with rebuilding the Wing Safety Office as a functioning team and enhance their ability to perform and succeed. The members of my safety team are First Lieutenant (1st Lt) Kirk Johnson, Master Sergeant (MSgt) John Jones, Staff Sergeant (SSgt) Yolanda Williamson, and Mr. Clark DeBurgh. I will discuss the application of three of the eight Full Range Leadership Model (FRLM) behaviors by Arenas,

Leadership comes from top down and in this case Col Parker needs to enhance her transactional leadership tools from Management by Exception to Contingent Reward or CR (discussed later in the plan of action) and strengthen her transformational leadership. She exhibits individual consideration by treating the members within the wing as family, not just subordinates. She has the people behind her simply because they know she genuinely cares about them and their well-being. This can be capitalized on as part of a new campaign to put an end to the mishaps. MSgt Jones and Mr. DeBurgh have a plethora of experience between the two of them that can be harnessed and developed. I will provide the intellectual stimulation (IS) for these team members to get them back in the game to provide ideas for a new safety campaign. Mr. DeBurgh eluded that he has ideas on how this problem can be conquered based on prior experiences and MSgt Jones can possibly provide cutting edge technologies in mishap prevention from the classes he takes. SSgt Williamson is ready and willing to work wherever she is needed. She’s been placed in an administrative role, but her passion regarding the recent mishaps surpasses her knowledge of file plans. She is a young innovative thinker and can provide great support in the campaign. SSgt Williamson, along with Lt Johnson, could

An organization’s efficiency and effectiveness can be solely traced to its leader. When a team within in an organization is found to be at fault, it is a leader’s duty to turn it around. In this particular case, the Wing Safety Office at XYZ AFB needs to rebuild its team into a cohesive unit in order to successfully attack the safety issues distressing the base. Among other noted events, their highlighted failures lie within the high rate of off base traffic accidents in relation to service members and their families. By developing a clear strategy using three Full Range Leadership Model [FRLM] behaviors, this safety office can ultimately achieve purposeful unity. This paper will discuss the idea of using transformational and transactional leadership in order to fully understand and conquer this safety office’s meager performance.

As we have decreased both our end strength and overall operating budget, we must ensure, at our level, that we are able to effectively manage team dynamics, interpersonal skills, and communication. This facilitates greater efficiency in our interactions and permits all members to dedicate more time towards completing our mission. As NCOs, we are charged to develop our people and the more we enhance the ability for members to communicate and interact with one another on a daily basis, the easier problem solving becomes. It is crucial that we convey to our airmen the importance of recognizing Problem B issues and the effect those issues have on mission effectiveness. This can not only exist in theory, I must work to apply these principles within my section and my

The Full Range Leadership (FRL) model is probably the most researched and validated leadership models in use worldwide today (Kirkbride, 2006 p. 23). The transformational styles described are strongly connected to success in leaders. This model produces a mix of 360-degree feedback, workshops and one-on-one coaching sessions. Kirkbride (2006) goes on to say the development of transformational leaders have led to intellectual stimulations, inspiring motivation and idealized influence.

Having a safety professional within the organization assist with the development of a health and safety protection plan, used by the organization, to create safety measures in conformity to standard guidelines OSHA. The criticality of strong safety leadership within an organization creates a circle for safety minimizing the possibilities of losses through health programs. This is to mean that when safety leadership is strong within the organization, output of staffs increases because they realize that their lives are held at high esteem. Subsequently, this leads to efficiency in their practice through the understanding created by the safety leader. Through this discussion, the focus will be on the advantages, of having a strongly, led safety department within an organization, and how it helps in the setting up of health programs to reduce losses.

The Intellectual Stimulation (IS) style of leadership could also be useful in motivating individuals to try to think of new ways of doing things. This style is very effective with people, like MSgt Jones, who have expertise in the safety field, but requires a change in mindset to accomplish things in a new innovative way. By challenging his old way of thinking about safety, he could develop a new perspective in how to tackle our current issue. This will be even more effective when I pair Jones and SSgt Williams together. Williams is full of new and innovative ideas that when combined with MSgt Jones’ safety knowledge could create an optimal solution.

The XYZ Wing Safety Office has numerous problems that need to be corrected: The highest-ranking member of the shop is seldom around and has mentally “checked out”; one member has missed four medical appointments and needs to be challenged at work; the civilian is experienced, yet inefficient and lacks motivation to be proactive. All of these individual problems have culminated in an inability of the Wing Safety Office to reduce the number of off-base traffic incidents involving military members and their families. These problems are not insurmountable, however, and can be fixed using several Full Range Leadership Method principles, including transactional leadership (both active management by exception and contingent reward), individual consideration, and intellectual stimulation.

Peter O’Brian is an evolutional film maker and self-publicist. He is someone I aspire to be like and with his success I feel that he can help motivate me to action and become the person I want to be. His

Soon after being selected as an Aviation Department Head, the old saying of “do your boss’ job better than they do it” began playing like a record in my mind. A solid, steadfast and genuine command philosophy is key to a successful tour in one of the most sought after positions of military leadership. In order to effectively “do my boss’ job” and excel with my piece of the puzzle as a squadron leader, I began to ponder what my command philosophy would encompass. What do I value in a Commanding Officer? What pillars do I live by that represent who I am or who I want to be? Furthermore, will these pillars provide the necessary foundation for my Sailors to rely upon when faced with difficult decisions, mission-driven or otherwise, in the absence of leadership? To assist me in developing a philosophy of my own, I requested the guidance of one of my former Commanding Officers and mentors. My admiration for what he has accomplished as a leader and aviator is undeniably great. Thus, the topic of most challenging command decision made it easy for me to pinpoint an interviewee. Analyzing his thoughts and actions, who he sought assistance from and how he handled the situation overall shed light on what I would do if I were in the same position. Following a summary of the interview, I will compare his actions to my own thoughts at this current stage in my career while using my own command philosophy as a guide. Learning from the triumphs and failures of the past has proven

The basis upon which effective leaders are empowered does not always equate with placing the right person in the position; in fact, the extent to which leadership theories merely provide an outline of what is expected of a good leader is both grand and far-reaching. Just as a simple job description only scratches the surface of finding the right employee, the overall impact of a leader cannot be solely hinged upon the oft-inadequate specifics of leadership theories. Anyone can follow the guidelines of a given leadership theory and carry out the compulsory specifications, however, there are myriad more innate qualifications to effective leadership than what can either be taught from or redeemed by a simple list of qualifications.

Lt Johnson could have been better utilized by capitalizing on the generational gap. Also, because Johnson is well connected on base, his network could have been leveraged to better market the campaign. As for MSgt Jones, the flexible schedule could have been interpreted as favoritism by other members of the team, resulting in resentment by other members. Mr. DeBurgh should have been listened to and better challenged. He has multiple years of valuable experience that was worth consideration. Perhaps his old ways of thinking could be complimented by SSgt Williamson and Johnson’s generational new perspectives.