Examining the Full Range Model of Leadership: Looking Back to Transform Forward.

By Bruce J. Avolio. 2004

114 citations recorded by the source corpus.

Subfields: Applied Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/22404036a91e7934331d8f949193237c1140282e

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Citations in the corpus

Leadership and innovation: The moderator role of organization support for innovative behaviors (2017, background): “This follower support seems to have the ability to affect the culture and performance of organizations (Conger, 1999; Avolio, 2003).”
Further specification of the leader political skill–leadership effectiveness relationships: Transformational and transactional leader behavior as mediators (2013, background): “Further to this point, Avolio (2002) argued that active leadership styles require that leaders possess the ability to read and understand complex and dynamic situations in order to determine which leadership behaviors are most appropriate.”
Transforming with levity: humor, leadership, and follower attitudes (2009, methodology): “In sum, expanding on Avolio et al’s (1999b) evidence that humor is a moderator of leader-follower outcomes, we predict in H2a-H2d that humor will moderate the relationship between transformational leadership and follower attitudes:”
Estimating return on leadership development investment (2010, methodology): “For example, if a provider does not know the estimated effect size for a new program, then it is possible to use the average effect sizes reported by Avolio and colleagues (2009) as a starting point. Specifically, Avolio and colleagues (2009) report a range of different effect sizes depending on the”
Leader self-development as organizational strategy (2011, background): “Direct supervisors high in individualized consideration, one component of transformational leadership, go beyond understanding and satisfying the leader's needs and expectations to challenging and motivating the leader to perform at a higher level (Avolio, 2004).”
Entrepreneurs as authentic leaders: impact on employees' attitudes (2006, background): “It also builds on previous positive (Luthans et al., 2002), transformational (Avolio, 1999, 2002; Avolio and Gibbons, 1988), and moral/ethical (Bass and Steidlmeier, 1999) approaches to leading in today’s uncertain and challenging environment.”
Leadership efficacy: Review and future directions (2008, background): “, Lord & Brown, 2004), transformational leadership, (Avolio, 2002; Bass, 985), motivation-to-lead (Chan & Drasgow, 200 ), self-leadership (Manz, 986), and managerial role-motivation (Miner, 993). Bandura (1989) states that cognitively generated motivation, which Kanfer (1987, p.”
“Can you see the real me?” A self-based model of authentic leader and follower development (2005, unknown): “…and spread through social contagion processes (Ilies et al., 2005) to establish a vibrant, strengths-based and positive climate, a competitive advantage emerges to produce sustainable, veritable follower performance (Luthans & Avolio, 2003), as Harter et al.’s (2002) meta-analysis documents.”
Leader Self and Means Efficacy: A multi-component approach (2012, background): “Avolio (2002) describes that effectively employing transactional (contingent reward) and the more complex transformational (intellectual stimulation, individualized consideration, idealized influence, and inspirational motivation) forms of leadership requires that leaders are first able to…”
Turning their Pain to Gain: Charismatic Leader Influence on Follower Stress Appraisal and Job Performance (2016, background): “Charismatic leadership behaviors are found at the highest end of the full range model of leadership (see Avolio, 2004, for a comprehensive discussion of the model), which describes leadership behaviors ranging from laissez-faire leadership, seen as the absence of leadership in which the leader…”