An investigation into the factor structure of the 'Full Range Leadership Model'

Concerns about the factor structure of the ‘Full Range Leadership’ (FRL) model have been highlighted in the literature and suggestions of different conceptualisations of the model have emerged. This paper investigates these suggestions using a 360-degree version (both self-rating and other–rating forms) of the Multi-factor Leadership Questionnaire (MLQ) [Bass and Avolio, 1997]. The sample consisted of 367 managers from 38 organizations in the UK manufacturing sector. The research used multiple ratings that consisted of self, superior, peer and subordinate ratings. An exploratory factor analysis was conducted to identify an appropriate set of factors for the FRL model. The research provides evidence to support a three-factor structure for the model, which comprises: active constructive leadership, active management-by-exception and passive-avoidant leadership. These findings lend support to those who suggest that there is a lack of distinction between passive management-by-exception and laissez-faire leadership and that they should form a single higher-order factor. The findings also provide evidence to support previous empirical findings that suggest that active management-by-exception forms a separate factor and that contingent reward is highly positively correlated with transformational leadership