Changing styles makes managing teams more effective

Leaders regularly face the challenge of effectively managing teams with many different people. The leadership style that works for one employee may not work for another. Finding the right balance between leadership styles has a positive effect on employee performance and the overall health of an organization. But how do you do that? The Bass & Avolio Full Range Leadership Model (1997) distinguishes between 3 leadership styles, each leading to different levels of efficiency and engagement. We've listed these leadership styles for you to help you get started.

What is the Full Range Leadership Model?

The Full Range Leadership Model (FRLM) is based on over 100 years of leadership research. It was developed to understand and embrace the diversity of leadership behaviors. In contrast to a one-size-fits-all approach, this model recognizes that effective leaders can use an awareness of the nuances of different situations and appropriate styles to achieve the set goals. The Full Range Leadership Model has three core styles: transformational, transactional, and laissez-faire leadership. By alternating these styles, leaders can respond to the specific needs of their team and the dynamics within the organization. The model therefore guides leaders in applying the right leadership style at the right time.

Transformational leadership

Transformational leadership is focused on inspiring and motivating employees to get the best out of themselves. Leaders do this through charisma, intellectual stimulation, and individual attention. A transformational leader is not there to tell employees what to do, but to support them in personal development and make the best use of employees' talents.

Catalyst vs. Pioneer

The Ixly Leadership Assessment has two subprofiles of transformational leadership, namely the Catalyst (focused on the social aspect) and the Pioneer (focused on inspiration). Ixly conducted an extensive analysis of 1,000+ Leadership Assessments, showing that transformational leaders could be divided into two distinct groups. One group included competencies that represent the social aspect of transformational leadership, such as cohesion, collaboration and consolidation (Catalyst). The other group focused more on the inspiring aspect of this leadership style, with competencies such as flexibility, inspiration, vision and sensitivity (Pioneer). These subprofiles offer an even deeper insight into transformational leadership. Research has shown that transformational leadership is the most effective leadership style. It not only strengthens trust within teams, but also the relationship between the leader and the team. Transformational leadership is mainly focused on the human relationship and is much less businesslike.

Transactional leadership

A transactional leader looks at this quite differently. Indeed, within this style, the relationship between the leader and the team is seen as a type of business transaction. The leader determines what tasks are expected of the team and what rewards they receive in return. It emphasizes results, efficiency, and performance rather than people and relationships. The advantage of this leadership style is that there is a clear link between performance and rewards. It can be very productive, especially when it comes to maintaining structure and achieving results in the short term. On the other hand, the strong focus on performance can actually be demotivating and hamper creativity and innovation.

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