Full Range Leadership Development is the programme built on the model (Avolio and Bass, 1991), used with several thousand leaders in the private and public sectors. It begins with participants describing their implicit theory of leadership through an ideal leader they have known (for over 5,000 trainees the ideal included the four Is and contingent reward). Leaders then take the MLQ in self and 360 forms and work with the feedback report: accept the ratings as how others see them, examine agreement between self and rater groups, explore differences with the raters, and work through the shock, anger, rejection, acceptance and hope that feedback provokes; they choose a scale, the objectives within it where they scored least desirably and the behaviours they will develop, write and work a personal leadership development plan, and choose a new objective when it is done. Development is expected to cascade to associates (the falling dominoes effect) and to be reciprocal; follow-up studies show training in the four components raises effectiveness and satisfaction.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.