Leadership Questionnaire (MLQ) to measure the various factors of
transformational leadership (Bass and Avolio 1990). They found that
transformational and transactional leadership, rather than being mutually
exclusive (as Burns (1978) had argued, and Bass himself (1985) had implicitly
supported), were able to be simultaneously observed in individual leaders.
The Full-Range Model and the Multi-factor Leadership Questionnaire
This characteristic of leaders – to simultaneously demonstrate characteristics of
both transformational and transactional leadership, that is, demonstrate the full
range of leadership behaviours led to the naming of the Full Range Leadership
Model, or Full Range Model. Bass (1999) described this situation as follows:
The full range of leadership, as measured by the Multifactor Leadership
Questionnaire (MLQ), implies that every leader displays a frequency of
both the transactional and transformational factors, but each leader’s
profile involves more of one and less of the other. Those leaders who
are more satisfying to their followers and who are more effective as
leaders are more transformational and less transactional
(Bass 1999: 11)Over time the full range model has been developed and modified and now
contains five factors representing transformational leadership styles, three
representing transactional leadership styles, the laissez-faire style, which is
equivalent to non-leadership, and a further three factors describing ‘leadership
outcomes’. These factors are described in Figure 2 - 3.
While transactional leadership can provide a model of effective leadership,
transformational leadership, through its stimulus of extra effort, can lead to what
Bass and Avolio (2004a: 21-24) call ‘performance beyond expectations’. This
augmentation effect of transformational leadership behaviour is illustrated in
Figure 2 - 4