LEADERSHIP STYLES AND ITS CONSEQUENCES BASED ON FULL RANGE LEADERSHIP MODEL

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MOAAYER HAGHIGHIFARD A.; YOUSEFI SAJAD; MIRZADEH AKBAR

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Journal: POLICE HUMAN DEVELOPMENT Year:2010 | Volume:7 | Issue:28 Page(s): 11-27

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Information Journal Paper

Title

LEADERSHIP STYLES AND ITS CONSEQUENCES BASED ON FULL RANGE LEADERSHIP MODEL

Author(s)

MOAAYER HAGHIGHIFARD A. | YOUSEFI SAJAD | MIRZADEH AKBAR | Issue Writer Certificate

Keywords

LEADERSHIP STYLEQ2

TRANSFORMATIONAL LEADERSHIPQ3

TRANSACTIONAL LEADERSHIPQ1

EFFECTIVENESSQ3

Abstract

Leadership as one of the important and influencing organizations factors has been studied extensive. The extent of organization success in achieving pre-determined goals, the amount of employee efforts for organization success and the influence of leader on staffs depend on leader behaviors and style. Theorists have stated numerous LEADERSHIP STYLEs that have been investigated in this study. Also Full Range Leadership Model that involve Transformational and Transactional LEADERSHIP STYLEs and their relative behaviors and the influence of these styles on three leadership outcomes such as the amount of employee effort, their perception about leader EFFECTIVENESS and employee satisfaction rate has been studied. The results of this study showed that Transformational and TRANSACTIONAL LEADERSHIP behaviors that followed by exception based management (active) are most influential leadership behaviors. Reverse passive/avoidant and Laissez-faire leadership behaviors are least influential leadership behaviors. Also, a leader can use both Transformational and TRANSACTIONAL LEADERSHIPs, especially conditional reward that is one of the TRANSACTIONAL LEADERSHIP behaviors. The most influencing leaders are those who regularly use both TRANSFORMATIONAL LEADERSHIP (Individualized Consideration, Inspiration, Intellectual, Stimulation, and Charisma) and conditional reward of TRANSACTIONAL LEADERSHIPs. In this case, TRANSFORMATIONAL LEADERSHIP is complement for TRANSACTIONAL LEADERSHIP.

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APA: Copy

MOAAYER HAGHIGHIFARD, A., YOUSEFI, SAJAD, & MIRZADEH, AKBAR. (2010). LEADERSHIP STYLES AND ITS CONSEQUENCES BASED ON FULL RANGE LEADERSHIP MODEL. POLICE HUMAN DEVELOPMENT, 7(28), 11-27. SID. https://sid.ir/paper/132871/en

Vancouver: Copy

MOAAYER HAGHIGHIFARD A., YOUSEFI SAJAD, MIRZADEH AKBAR. LEADERSHIP STYLES AND ITS CONSEQUENCES BASED ON FULL RANGE LEADERSHIP MODEL. POLICE HUMAN DEVELOPMENT[Internet]. 2010;7(28):11-27. Available from: https://sid.ir/paper/132871/en

IEEE: Copy

A. MOAAYER HAGHIGHIFARD, SAJAD YOUSEFI, and AKBAR MIRZADEH, “LEADERSHIP STYLES AND ITS CONSEQUENCES BASED ON FULL RANGE LEADERSHIP MODEL,” POLICE HUMAN DEVELOPMENT, vol. 7, no. 28, pp. 11–27, 2010, [Online]. Available: https://sid.ir/paper/132871/en

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