Full Range Leadership Model (Bass & Avolio)
Comprehensive leadership theory by Bernard M. Bass (1985) and Bruce J. Avolio integrating a spectrum from passive-avoidant through transactional to transformational leadership. Operationalized through the Multifactor Leadership Questionnaire (MLQ 5X) measuring nine leadership factors plus three outcome variables. Research shows transformational leadership augments transactional, yielding superior organizational outcomes.
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Framework Domains (4)
Leadership Outcomes (MLQ 5X)
Three outcome variables measuring the effects of leadership factors on followers and organizational performance. Transformational leadership has strongest positive effect on all three outcomes.
| Code | Title |
|---|---|
| FRLM-OUT-EE | Extra Effort — generating willingness to exceed expectations |
| FRLM-OUT-EE.1 | Gets others to do more than they expected to do |
| FRLM-OUT-EE.2 | Heightens others' desire to succeed |
| FRLM-OUT-EE.3 | Increases others' willingness to try harder |
| FRLM-OUT-EFF | Effectiveness — achieving organizational results at all levels |
| FRLM-OUT-EFF.1 | Is effective in meeting organizational requirements |
| FRLM-OUT-EFF.2 | Is effective in meeting others' job-related needs |
| FRLM-OUT-EFF.3 | Is effective in representing the group to higher authority |
| FRLM-OUT-EFF.4 | Leads a group that is effective |
| FRLM-OUT-SAT | Satisfaction — generating follower satisfaction with leadership methods |
| FRLM-OUT-SAT.1 | Uses methods of leadership that are satisfying |
| FRLM-OUT-SAT.2 | Works with others in a satisfactory way |
Passive-Avoidant Leadership
The least effective leadership styles. Leaders either intervene only after problems become serious (passive MBE) or avoid leadership responsibilities altogether (laissez-faire). Characterized by absence, inaction, and minimal engagement.
| Code | Title |
|---|---|
| FRLM-PA-LF | Laissez-Faire Leadership — absence of leadership, avoiding decisions and responsibilities |
| FRLM-PA-LF.1 | Avoids making decisions |
| FRLM-PA-LF.2 | Delays responding to urgent questions |
| FRLM-PA-LF.3 | Is absent when needed |
| FRLM-PA-LF.4 | Avoids getting involved when important issues arise |
| FRLM-PA-MBEP | Management-by-Exception (Passive) — intervening only when serious problems occur |
| FRLM-PA-MBEP.1 | Waits for things to go wrong before taking action |
| FRLM-PA-MBEP.2 | Fails to interfere until problems become serious |
| FRLM-PA-MBEP.3 | Demonstrates that problems must become chronic before taking action |
| FRLM-PA-MBEP.4 | Shows firm belief in 'if it ain't broke, don't fix it' |
Transactional Leadership
Operates through structured exchange processes. Leaders clarify expectations, provide rewards for meeting them, and apply corrective measures for deviations. Effective for compliance and short-term goal attainment in stable environments.
| Code | Title |
|---|---|
| FRLM-TA-CR | Contingent Reward — clarifying expectations and providing recognition when goals are met |
| FRLM-TA-CR.1 | Makes clear what one can expect to receive when performance goals are achieved |
| FRLM-TA-CR.2 | Provides recognition and rewards when goals are met |
| FRLM-TA-CR.3 | Expresses satisfaction when others meet expectations |
| FRLM-TA-CR.4 | Discusses specific terms of responsibility for achieving performance targets |
| FRLM-TA-MBEA | Management-by-Exception (Active) — proactively monitoring performance and correcting deviations |
| FRLM-TA-MBEA.1 | Keeps track of all mistakes |
| FRLM-TA-MBEA.2 | Focuses attention on irregularities and deviations from standards |
| FRLM-TA-MBEA.3 | Concentrates full attention on dealing with mistakes and failures |
| FRLM-TA-MBEA.4 | Directs attention toward failures to meet standards |
Transformational Leadership
The most effective leadership style in the FRLM. Transformational leaders inspire and motivate followers to achieve extraordinary outcomes by elevating motivation, morality, and performance beyond initial expectations. Comprises the 4 I's plus outcomes.
| Code | Title |
|---|---|
| FRLM-TF-IC | Individualized Consideration — attending to each follower's unique needs, coaching and developing people |
| FRLM-TF-IC.1 | Spends time teaching and coaching |
| FRLM-TF-IC.2 | Treats individuals as persons rather than just members of a group |
| FRLM-TF-IC.3 | Considers individuals as having different needs, abilities, and aspirations |
| FRLM-TF-IC.4 | Helps others to develop their strengths |
| FRLM-TF-IIA | Idealized Influence (Attributed) — socialized charisma perceived by followers as powerful, confident, and focused on higher-order ideals |
| FRLM-TF-IIA.1 | Instills pride in others for being associated with the leader |
| FRLM-TF-IIA.2 | Goes beyond self-interest for the good of the group |
| FRLM-TF-IIA.3 | Displays a sense of power and confidence |
| FRLM-TF-IIA.4 | Acts in ways that build respect and trust |
| FRLM-TF-IIB | Idealized Influence (Behavioral) — observable charismatic behaviors emphasizing values, beliefs, and ethical standards |
| FRLM-TF-IIB.1 | Talks about most important values and beliefs |
| FRLM-TF-IIB.2 | Specifies the importance of having a strong sense of purpose |
| FRLM-TF-IIB.3 | Considers the moral and ethical consequences of decisions |
| FRLM-TF-IIB.4 | Emphasizes the importance of having a collective sense of mission |
| FRLM-TF-IM | Inspirational Motivation — articulating a compelling vision, communicating with optimism and enthusiasm |
| FRLM-TF-IM.1 | Talks optimistically about the future |
| FRLM-TF-IM.2 | Articulates a compelling vision of the future |
| FRLM-TF-IM.3 | Expresses confidence that goals will be achieved |
| FRLM-TF-IM.4 | Talks enthusiastically about what needs to be accomplished |
| FRLM-TF-IS | Intellectual Stimulation — challenging assumptions and encouraging creative problem-solving |
| FRLM-TF-IS.1 | Re-examines critical assumptions to question whether they are appropriate |
| FRLM-TF-IS.2 | Seeks differing perspectives when solving problems |
| FRLM-TF-IS.3 | Suggests new ways of looking at how to complete assignments |
| FRLM-TF-IS.4 | Gets others to look at problems from many different angles |
Maps to 27 other frameworks
Frequently Asked Questions
What is Full Range Leadership Model (Bass & Avolio)?
Full Range Leadership Model (Bass & Avolio) is a compliance framework from International with 4 domains and 57 controls. Comprehensive leadership theory by Bernard M. Bass (1985) and Bruce J. Avolio integrating a spectrum from passive-avoidant through transactional to transformational leadership. Operationalized through the Multifactor Leadership Questionnaire (MLQ 5X) measuring nine leadership factors plus three outcome variables. Research shows transformational leadership augments transactional, yielding superior organizational outcomes. It is used by organisations to establish and maintain compliance with industry standards and regulatory requirements.
How many controls does Full Range Leadership Model (Bass & Avolio) have?
Full Range Leadership Model (Bass & Avolio) has 57 controls organised across 4 domains. The largest domains are Transformational Leadership (25 controls), Leadership Outcomes (MLQ 5X) (12 controls), Passive-Avoidant Leadership (10 controls). Each control defines specific requirements that organisations must implement to achieve compliance.
What frameworks does Full Range Leadership Model (Bass & Avolio) map to?
Full Range Leadership Model (Bass & Avolio) maps to 27 other compliance frameworks. The top mapping partners are LEADS in a Caring Environment (30% coverage), The Leadership Challenge (Kouzes & Posner) (14% coverage), NHS Healthcare Leadership Model (12% coverage). Use our comparison tool to explore control-level mappings between frameworks.
How do I get started with Full Range Leadership Model (Bass & Avolio) compliance?
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