The Full-Range Leadership Model Essay

1399 Words6 Pages
The Full-Range Leadership Model (FRLM) describes several approaches to leadership behavior, ranging from passive or non-leadership (laissez-faire) to transactional and transformational leadership theories. This paper analyzes how the FRLM concepts apply to an existing safety concern and demonstrates how these concepts will be employed to conduct team building across the wing to address the traffic-accident trend. Additionally, this paper will identify the additional information that is needed to address this issue. Lastly, goals and measurements will be suggested in order to reverse the situation. Due to the significant number of serious auto accidents involving service members and dependents, the community has contacted base…show more content…
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. Additionally, Matthews failed to employ effective strategies to combat the situation, and instead of an innovative approach, he utilized traditional approaches such as giving presentations and posting signs. He was unable to develop a sense of team among his staff and he clearly did not know his own team. He was unfamiliar with basic facts and personnel records of his staff. His personal touch was lacking and did not allow him to realize what motivated his team and act on these motivations. Also, he did not listen to nor communicate with his team, which stifled the growth of his staff. In essence, Matthews failed to develop his people due to limited exchange between him and his teammates, a characteristic of laissez-faire leadership. Matthews was ineffective and was unwilling to take the necessary
Open Document