Log in

Relevant bibliographies by topics / The full range of leadership / Journal articles

To see the other types of publications on this topic, follow the link: The full range of leadership.

Journal articles on the topic 'The full range of leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'The full range of leadership.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Gunter, Helen. "Book Review: Full Range Leadership Development." Educational Management Administration & Leadership 38, no. 3 (2010): 396–97. http://dx.doi.org/10.1177/1741143210362934.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Curtis, Guy J. "Connecting influence tactics with full-range leadership styles." Leadership & Organization Development Journal 39, no. 1 (2018): 2–13. http://dx.doi.org/10.1108/lodj-09-2016-0221.

Full text

Abstract:

Purpose Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations. Design/methodology/approach Follower-rated lead

APA, Harvard, Vancouver, ISO, and other styles

3

Stief, Mahena, and Simone Kubowitsch. "Coaching für den Full Range of Leadership." Organisationsberatung, Supervision, Coaching 22, no. 1 (2015): 19–33. http://dx.doi.org/10.1007/s11613-015-0403-7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Itzkovich, Yariv, Sibylle Heilbrunn, and Ana Aleksic. "Full range indeed? The forgotten dark side of leadership." Journal of Management Development 39, no. 7/8 (2020): 851–68. http://dx.doi.org/10.1108/jmd-09-2019-0401.

Full text

Abstract:

PurposeThe full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership theory and research in the last several decades. However, in spite of its impact on theory and practice, it has a few shortcomings, as, in its essence, it disregards several essential aspects of a leader’s behaviour, such as the dark side of leadership behaviour. Therefore, to capture various leader behaviours, we provide a more comprehensive leadership model named the “complete full range of leadership”.Design/methodolog

APA, Harvard, Vancouver, ISO, and other styles

5

Michel, John W., Brian D. Lyons, and Jeewon Cho. "Is the Full-Range Model of Leadership Really a Full-Range Model of Effective Leader Behavior?" Journal of Leadership & Organizational Studies 18, no. 4 (2010): 493–507. http://dx.doi.org/10.1177/1548051810377764.

Full text

Abstract:

A field study was conducted to compare the three meta-categories assessed in the Managerial Practices Survey (MPS) with the “full-range” taxonomy assessed in the Multifactor Leadership Questionnaire (MLQ). Dyadic and group-level analyses found that subordinate job attitudes and boss-rated managerial effectiveness were predicted better by the MPS meta-categories than by the MLQ meta-categories. Results also suggested that at least one of the three meta-categories from the MPS was more important in predicting each effectiveness outcome than any of the meta-categories from the MLQ. Implications g

APA, Harvard, Vancouver, ISO, and other styles

6

Chaimongkonrojna, Teerapun, and Peter Steane. "Effectiveness of full range leadership development among middle managers." Journal of Management Development 34, no. 9 (2015): 1161–80. http://dx.doi.org/10.1108/jmd-01-2014-0002.

Full text

Abstract:

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X

APA, Harvard, Vancouver, ISO, and other styles

7

Mathieu, Cynthia, Craig Neumann, Paul Babiak, and Robert D. Hare. "Corporate Psychopathy and the Full-Range Leadership Model." Assessment 22, no. 3 (2014): 267–78. http://dx.doi.org/10.1177/1073191114545490.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Ryan, James C., and Syed A. A. Tipu. "Leadership effects on innovation propensity: A two-factor full range leadership model." Journal of Business Research 66, no. 10 (2013): 2116–29. http://dx.doi.org/10.1016/j.jbusres.2013.02.038.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Barbuto, John E., Joana S. Story, Susan M. Fritz, and Jack L. Schinstock. "Reconceptualizing Academic Advising Using The Full Range Leadership Model." Journal of Leadership Education 7, no. 3 (2009): 60–68. http://dx.doi.org/10.12806/v7/i3/tf2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

VILHAUER, Heather. "Full Range Leadership and Leadership Development Experiences in Public Parks and Recreation Organizations." Jeju National University Tourism, Business, and Economic Research Institute 40, no. 2 (2020): 5–13. http://dx.doi.org/10.24907/jtir.2020.5.40.2.5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Cho, Jeewon, Jung Hyun Lee, Yoonjung Baek, Rajnandini Pillai, and Se Hyung OH. "Ethical Leadership and Performance Controlling for the Full-Range Model and Authentic Leadership." Academy of Management Proceedings 2018, no. 1 (2018): 11895. http://dx.doi.org/10.5465/ambpp.2018.142.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Westerlaken, Kristie M., and Peter R. Woods. "The relationship between psychopathy and the Full Range Leadership Model." Personality and Individual Differences 54, no. 1 (2013): 41–46. http://dx.doi.org/10.1016/j.paid.2012.08.026.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Kirkbride, Paul. "Developing transformational leaders: the full range leadership model in action." Industrial and Commercial Training 38, no. 1 (2006): 23–32. http://dx.doi.org/10.1108/00197850610646016.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Kanste, Outi, Maria Kääriäinen, and Helvi Kyngäs. "Statistical testing of the full-range leadership theory in nursing." Scandinavian Journal of Caring Sciences 23, no. 4 (2009): 775–82. http://dx.doi.org/10.1111/j.1471-6712.2008.00663.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Bass, Bernard M. "Is there universality in the full range model of leadership?" International Journal of Public Administration 19, no. 6 (1996): 731–61. http://dx.doi.org/10.1080/01900699608525119.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Steinle, Claus, Timm Eichenberg, and Max Stolberg. "„Full Range Leadership“-Modell: Kritische Würdigung und Anregungen zur Weiterentwicklung." Zeitschrift für Management 3, no. 2 (2008): 101–24. http://dx.doi.org/10.1007/s12354-008-0007-7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Antonakis, John, Bruce J. Avolio, and Nagaraj Sivasubramaniam. "Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire." Leadership Quarterly 14, no. 3 (2003): 261–95. http://dx.doi.org/10.1016/s1048-9843(03)00030-4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Toor, Shamas-ur-Rehman, and George Ofori. "Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture." Journal of Business Ethics 90, no. 4 (2009): 533–47. http://dx.doi.org/10.1007/s10551-009-0059-3.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

ROMASCANU, Marius Constantin, Virgil GHEORGHE, and Dan Florin STANESCU. "An Exploratory Study of Full Range Leadership Model and Nonverbal Sensitivity." Logos Universality Mentality Education Novelty: Social Sciences 6, no. 1 (2017): 83–94. http://dx.doi.org/10.18662/lumenss.2017.0601.08.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Garner, Paul, Jennifer Turnnidge, Will Roberts, and Jean Côté. "How Coach Educators Deliver Formal Coach Education: A Full Range Leadership Perspective." International Sport Coaching Journal 8, no. 1 (2021): 23–33. http://dx.doi.org/10.1123/iscj.2019-0074.

Full text

Abstract:

While recent work recognizes a need for coach education to place greater emphasis on interpersonal knowledge when developing coaching expertise, it is our position that coach educators (CEs) must follow a similar trajectory in embracing the interpersonal knowledge requisite of their role and move beyond a reliance on content and professional knowledge in order to shape their delivery. To better understand CEs’ behaviors, the authors observed four experienced CEs in Alpine skiing, using an adapted version of the Coach Leadership Assessment System during delivery of a coach education and assessm

APA, Harvard, Vancouver, ISO, and other styles

21

Goussak, Gregory W., Jon K. Webber, and Elliot Ser. "APPLYING THE FULL RANGE LEADERSHIP MODEL TO MANAGING EMPLOYEES IN THE LAS VEGAS CASINO-GAMING INDUSTRY." Journal of Gambling Business and Economics 5, no. 1 (2013): 46–66. http://dx.doi.org/10.5750/jgbe.v5i1.564.

Full text

Abstract:

Early researchers concluded that leaders exhibit certain qualities not found among the common man (Bass, 1990; Burns, 1978; Hernez-Broome & Hughes, 2004; Moser & vander Nat, 2003; Northouse, 2010; and Stodgill, 1948). As researchers started looking at these phenomena, they realized that leadership is an evolving process that changes from paradigm-to-paradigm; shifting as environmental values change within society (Bass, 1990). The significant growth of the casino-gaming industry over the past two decades necessitates management understanding of how leading in the 21st century could aff

APA, Harvard, Vancouver, ISO, and other styles

22

Poethke, Ute, and Jens Rowold. "A Cross-cultural Investigation of the Extended Full-Range of Leadership Model." Academy of Management Proceedings 2018, no. 1 (2018): 11474. http://dx.doi.org/10.5465/ambpp.2018.11474abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Llic-balas, Tatjana, Amy Wei Tian, John P. Meyer, and Susan Pepper. "Beyond the Full-range Leadership:Incremental Effects of Machiavellian Leadership in Predicting Trust." Academy of Management Proceedings 2019, no. 1 (2019): 14304. http://dx.doi.org/10.5465/ambpp.2019.14304abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Lee, Junghyun (Jessie), Jeewon Cho, Yoonjung Baek, Rajnandini Pillai, and Se Hyung Oh. "Does ethical leadership predict follower outcomes above and beyond the full-range leadership model and authentic leadership?: An organizational commitment perspective." Asia Pacific Journal of Management 36, no. 3 (2019): 821–47. http://dx.doi.org/10.1007/s10490-018-9596-6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Guhr, Nadine, Benedikt Lebek, and Michael H. Breitner. "The impact of leadership on employees' intended information security behaviour: An examination of the full-range leadership theory." Information Systems Journal 29, no. 2 (2018): 340–62. http://dx.doi.org/10.1111/isj.12202.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Kanat-Maymon, Yaniv, Maor Elimelech, and Guy Roth. "Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory." European Management Journal 38, no. 4 (2020): 555–64. http://dx.doi.org/10.1016/j.emj.2020.01.003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Witges, Kim A., and Judith M. Scanlan. "Understanding the Role of the Nurse Manager: The Full-Range Leadership Theory Perspective." Nurse Leader 12, no. 6 (2014): 67–70. http://dx.doi.org/10.1016/j.mnl.2014.02.007.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Anderson, Marc H., and Peter Y. T. Sun. "Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full-Range’ Theory." International Journal of Management Reviews 19, no. 1 (2015): 76–96. http://dx.doi.org/10.1111/ijmr.12082.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Maizan, C, Florianna, L. M., and Hamidi, H. "Preferred Leadership Traits by Employees: A case study in Telecommunication Organization." Journal of Cognitive Sciences and Human Development 5, no. 2 (2019): 53–65. http://dx.doi.org/10.33736/jcshd.1919.2019.

Full text

Abstract:

Leaders affect employees’ performance in the organization by their leadership style, which is dependent to the degree of favor by their followers. It is vital for the organization to identify the most effective leadership styles which will boost performance in the organization. This research studied the type of leadership trait most preferred in the telecommunication sector. This qualitative study used the Full Range Leadership Model to identify and suggest the preferred traits of a leader. The sampling method used was purposive. Interview guides were used as the research tool. A total of six

APA, Harvard, Vancouver, ISO, and other styles

30

Yang, Jaewan, and Joon Yeol Lew. "Full-range Leadership to Promote the Effect of High Performance Work Systems on Innovation." Academy of Management Proceedings 2018, no. 1 (2018): 11291. http://dx.doi.org/10.5465/ambpp.2018.11291abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Oberfield, Z. W. "Public Management in Time: A Longitudinal Examination of the Full Range of Leadership Theory." Journal of Public Administration Research and Theory 24, no. 2 (2012): 407–29. http://dx.doi.org/10.1093/jopart/mus060.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Vakilbashi, Amin, Wan Khairuzzaman, and Mozhdeh Mokhber. "The Impact of Culture Value Dimensions on Full Range Leadership Styles at Industry Level." Advanced Science Letters 21, no. 5 (2015): 1542–45. http://dx.doi.org/10.1166/asl.2015.6096.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Hur, SeungUk. "Full-Range Leadership, Organizational Culture, and Organizational Citizenship Behavior : Moderating Effect of Organizational Culture." korean policy sciences review 21, no. 4 (2017): 151–77. http://dx.doi.org/10.31553/kpsr.2017.12.21.4.151.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Smith, Kelli K., Gina S. Matkin, and Susan M. Fritz. "A Review of Gender and Full-Range Leadership Research and Suggestions for Future Research." Journal of Leadership Education 3, no. 2 (2004): 52–68. http://dx.doi.org/10.12806/v3/i2/tf4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Okanga, B., and A. Drotskie. "A transformational leadership model for managing change and transformation linked to diversification investments." Southern African Business Review 20, no. 1 (2019): 414–45. http://dx.doi.org/10.25159/1998-8125/6058.

Full text

Abstract:

Owing to its relationship with change and transformation, transformational leadership theory should be relevant to managing change and transformation linked to diversification investments. However, the question of what model of transformational leadership would be appropriate for managing change and transformation linked to diversification investments has not been addressed. The purpose of this research was to explore managers’ perceptions of the links between transformational leadership and diversification strategies. Using a qualitative research method, this study provides a critical analysi

APA, Harvard, Vancouver, ISO, and other styles

36

Passakonjaras, Somchanok, and Yanki Hartijasti. "Transactional and transformational leadership: a study of Indonesian managers." Management Research Review 43, no. 6 (2019): 645–67. http://dx.doi.org/10.1108/mrr-07-2019-0318.

Full text

Abstract:

Purpose Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities. Design/methodol

APA, Harvard, Vancouver, ISO, and other styles

37

Munshi, Surendra. "Learning Leadership: Lessons from Mahatma Gandhi." Asian Journal of Social Science 38, no. 1 (2010): 37–45. http://dx.doi.org/10.1163/156848410x12604385959407.

Full text

Abstract:

AbstractThis paper considers what valuable leadership lessons can be learnt from Gandhi that may prove useful not only at the national and global levels but at the corporate and other organisational levels as well. A broad review of management research on leadership shows that we do not have at our disposal a unified theory of leadership with which we can make full sense of his contribution. It is argued that precisely the absence of such a theory should encourage us to draw lessons from varied backgrounds. Gandhi’s role gives credence to some of the most innovative management ideas on leaders

APA, Harvard, Vancouver, ISO, and other styles

38

Eliophotou Menon, Maria. "The relationship between transformational leadership, perceived leader effectiveness and teachers’ job satisfaction." Journal of Educational Administration 52, no. 4 (2014): 509–28. http://dx.doi.org/10.1108/jea-01-2013-0014.

Full text

Abstract:

Purpose – The purpose of this paper is to investigate the link between transformational/transactional/passive-avoidant leadership behaviors, teachers’ perceptions of leader effectiveness and teachers’ job satisfaction. In this context, the paper also examines the conceptual model underlying the scales of the most widely used instrument in research on transformational leadership, the Multifactor Leadership Questionnaire (MLQ). The theoretical framework for this investigation is that of the full range model of leadership. Design/methodology/approach – An adapted version of the MLQ was administer

APA, Harvard, Vancouver, ISO, and other styles

39

Diebig, Mathias, Kai C. Bormann, and Jens Rowold. "A double-edged sword: Relationship between full-range leadership behaviors and followers' hair cortisol level." Leadership Quarterly 27, no. 4 (2016): 684–96. http://dx.doi.org/10.1016/j.leaqua.2016.04.001.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Vadvilavičius, Tadas, and Aurelija Stelmokienė. "Development of scenarios for leadership psychology research to reveal the relationships between leaders’ Dark Triad traits and Full Range Leadership styles." International Journal of Psychology : a Biopsychosocial Approach 23 (2019): 95–111. http://dx.doi.org/10.7220/2345-024x.23.5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

MacKie, Doug. "The effectiveness of strength-based executive coaching in enhancing full range leadership development: A controlled study." Consulting Psychology Journal: Practice and Research 66, no. 2 (2014): 118–37. http://dx.doi.org/10.1037/cpb0000005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Erdel, Didem, and Mehmet Takkaç. "INSTRUCTOR LEADERSHIP IN EFL CLASSROOMS AND THE OUTCOMES: THE EFFECTS OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES." TEFLIN Journal - A publication on the teaching and learning of English 31, no. 1 (2020): 70. http://dx.doi.org/10.15639/teflinjournal.v31i1/70-87.

Full text

Abstract:

In this study, classroom leadership styles of English language instructors were investigated within the Full Range Leadership (FRL) framework with the purpose of determining the relationship between instructors’ leadership styles and the outcomes of leader (the instructor in the classroom context) effectiveness, students’ extra effort and student satisfaction. Classroom Leadership Instrument, a modified version of Multifactor Leadership Questionnaire, was administered to 300 students from English Language Teaching and English Language and Literature Departments at a Turkish state university. R

APA, Harvard, Vancouver, ISO, and other styles

43

Choi, Youngkeun. "How does Leadership Motivate the Innovative Behaviors of Software Developers?" International Journal of Human Capital and Information Technology Professionals 10, no. 4 (2019): 41–54. http://dx.doi.org/10.4018/ijhcitp.2019100103.

Full text

Abstract:

This study examines the relationship between transformational leadership types and the motivation of software engineers. The author uses full range leadership as a major theory and investigates how transformational leadership types influences the innovative behaviors of software developers by using a mediator of affective organizational commitment. For this, this study surveys 352 software developers working in 35 companies in Korea and analyzes the data using AMOS 24. The results show that charisma, inspirational motivation, intellectual stimulation and individualized consideration increase t

APA, Harvard, Vancouver, ISO, and other styles

44

Khadka J., Khadka J. "Effect of principals full range of leadership on student learning achievement: a survey of Nepali private schools." Journal of Educational and Management Studies 10, no. 4 (2020): 61–70. http://dx.doi.org/10.51475/jems.2020.8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Kindarto, Asdani, Yu-Qian Zhu, and Donald G. Gardner. "Full Range Leadership Styles and Government IT Team Performance: The Critical Roles of Follower and Team Competence." Public Performance & Management Review 43, no. 4 (2020): 889–917. http://dx.doi.org/10.1080/15309576.2020.1730198.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Luo, Zhenpeng, Youcheng Wang, and Einar Marnburg. "Testing the Structure and Effects of Full Range Leadership Theory in the Context of China's Hotel Industry." Journal of Hospitality Marketing & Management 22, no. 6 (2013): 656–77. http://dx.doi.org/10.1080/19368623.2012.708959.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Barbuto, John E., Susan M. Fritz, Gina S. Matkin, and David B. Marx. "Effects of Gender, Education, and Age upon Leaders’ Use of Influence Tactics and Full Range Leadership Behaviors." Sex Roles 56, no. 1-2 (2007): 71–83. http://dx.doi.org/10.1007/s11199-006-9152-6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Khadka J., Khadka J. "Effect of principals full range of leadership on student learning achievement: a survey of Nepali private schools." Journal of Educational and Management Studies 10, no. 4 (2020): 61–70. http://dx.doi.org/10.51475/jems.2020.8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Mitiku, Adare Assefa, Annie Hondeghem, and Steve Troupin. "Administrative leadership." African Journal of Economic and Management Studies 8, no. 3 (2017): 366–94. http://dx.doi.org/10.1108/ajems-06-2016-0093.

Full text

Abstract:

Purpose The purpose of this paper is to examine the leadership roles the Ethiopian civil service managers preferably embody in their setting. As such, contextually preferred roles were identified and briefly contrasted with the leadership literature. It also outlined the directions for the future research agenda. Design/methodology/approach Q-methodology, an approach reasonably like “grounded-theory” was used. It is suited to embrace life as lived by the actors themselves. In this specific case, Q-methodology allows the managers to conceptualize their definitions or preferences of leadership r

APA, Harvard, Vancouver, ISO, and other styles

50

Yahaya, Rusliza, and Fawzy Ebrahim. "Leadership styles and organizational commitment: literature review." Journal of Management Development 35, no. 2 (2016): 190–216. http://dx.doi.org/10.1108/jmd-01-2015-0004.

Full text

Abstract:

Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also d

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!