The full range leadership model offers the best type of leadership without a doubt. Just as the title says it offers a FULL range of essential components. This leadership style connects one’s emotions with the identity of the organization. This theory accomplishes its leadership by considering their individual consideration, intellectual stimulation, inspirational motivation, and idealized influence. In my eyes this is another form of emotional intelligence. I find that a leader must be aware of their emotional intelligence in order to be effective. The full range highlights specific components of an individual in order to help the person along with the organization to be successful. These leaders are more attentive to the needs and concerns of followers and strives to help them reach their fullest potential. Everyone learns different, so this is why this method is important it allows individuality. For example, the leader can focus more on someone’s motivation more than behavior if they feel there is an opportunity. These leaders are said to flourish in motivation and morality. Per Perkbox the benefits of employee motivation are higher productivity levels, more innovation, lower levels of absents, lower levels of staff turnover (Anonymous, 2021). The full range theory helps those involved find a sense of self -worth and potential because it allows challenging expectations. In return allowing individuals to expand their skills and abilities.

—Virginia

Reference: Why employee motivation is important and how to improve, measure and maintain it [Web log post]. (2021). Retrieved February 11, 2021, from https://www.perkbox.com/uk/resources/blog/why-employee-motivation-is-important-and-how-to-improve-measure-and-maintain-it

The framework of what Katz believes are the three skills of leadership still hold up today. I am a firm believer that a leader must have technical, interpersonal, and conceptual skills. In order to perform well in something a person must be able to manipulate the task at hand and that is where technical skills come in to play. Having a cashier that does not know how to count money will eventually be detrimental for a company, but maybe they are able to perform elsewhere more affectively. As a leader, you can anticipate being a resource, so you should expect individuals to ask for guidance in performing task that they are unsure with or have never done. If you are unsure how to do it, finding out is expected. Conceptual skills help new ideas arise as well as repair others that may no longer be affective. Without conceptual skills an organization becomes complacence which leads to errors and an unwillingness to learn new things. Lastly, a leader must have good interpersonal skills. Not everyone learns or operates the same, so adapting personally to individuals allows for a more unified and successful work environment. However, I do disagree with the skill set within levels of management. The floor manager along with the director, and or the head of the organization should all possess these skills. Although it may exhibit a bit differently in each and become more apparent during certain situations. The biggest miss conception is that a leader at a certain level does not have to get their hands dirty or no longer has to perform “technical skills”. Due to this behavior this causes employees to feel a disconnect with their fellow leaders because they are now making policies from a business standpoint and no longer for the good of their staff. A great leader from all levels should ensure that their technical skills are current, it shows a sense of “togetherness” with employees. A manager at a low level should also hold conceptual skills because this would be able to help them solve opportunities that may arise using unique ideas and different strategies. Mangers unable to use conceptual skills at this level would always be looking to upper management for solution, in return putting a delay in the ability to solve floor problems in a timely manner.