Full Range Leadership Model (Bass & Avolio): every control, and what you already have

31 controls 4 frameworks share controls with it International (academic and practitioner leadership theory) verified against its source document

Every control below is one this framework asks for. The right hand column counts how many other frameworks in our corpus carry the same control, which is the difference between doing this work once and doing it again for the next standard.

There is no implementation kit for this framework yet. The control list and the overlap above are free and complete.

What you already have

Frameworks whose controls overlap this one, most first. If you run any of them, the count is roughly what you have already evidenced.

If you run	Shared controls
LEADS in a Caring Environment	3	measure it →
Goleman Emotional Intelligence Leadership Framework	2	measure it →
Argyris Double-Loop Learning	1	measure it →
COSO Internal Control	1	measure it →

Every control

Code	Control	Also in
`FRLM-Conceptual-Foundation`	Conceptual Foundation, Bass+Avolio Origins and Theoretical Basis	0
`FRLM-Coord-Adjacent-Theories`	Coordination with Adjacent Leadership Theories (Servant, Authentic, Ethical, Adaptive, Situational)	0
`FRLM-Ethical-Underpinning-Authentic`	Ethical Underpinning, Authentic vs Pseudo-Transformational, Applications and Status	0
`FRLM-Implementation-360-Coaching`	FRLM-Based Leadership Development - 360-Degree Feedback, Executive Coaching, Action Learning	0
`FRLM-MLQ-5X-Mind-Garden-Licensing`	Multifactor Leadership Questionnaire (MLQ 5X) and Mind Garden Inc. Licensing	0
`FRLM-Outcomes-EE-EFF-SAT`	Leadership Outcomes - Extra Effort, Effectiveness and Satisfaction with Leadership	1
`FRLM-PassiveAvoidant-MBEP-LF`	Passive-Avoidant Leadership - Management-by-Exception (Passive) and Laissez-Faire	0
`FRLM-Status-Modern-Critiques`	Status, Modern Critiques, Replication Crisis and 2024-2025 Research Directions	0
`FRLM-Transactional-CR-MBEA`	Transactional Leadership - Contingent Reward and Management-by-Exception (Active)	2
`FRLM-Transformational-4Is`	Transformational Leadership - The 4 I's (Idealized Influence A+B, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration)	4
`A`	Application of the model	0
`AUTH`	Authentic versus pseudo-transformational leadership	0
`CR`	Contingent Reward	0
`EE`	Extra Effort	0
`EFF`	Effectiveness	0
`FRL`	Origins, instrument and status of the Full Range Leadership Model	0
`FRLD`	The Full Range Leadership Development programme	0
`IC`	Individualized Consideration	0
`IIA`	Idealized Influence (Attributed)	0
`IIB`	Idealized Influence (Behaviour)	0
`IM`	Inspirational Motivation	0
`IS`	Intellectual Stimulation	0
`LF`	Laissez-Faire	0
`MBEA`	Management-by-Exception (Active)	0
`MBEP`	Management-by-Exception (Passive)	0
`O`	Leadership outcomes	0
`P`	Passive-avoidant leadership	0
`PROFILE`	The optimal leadership profile	0
`SAT`	Satisfaction with the Leadership	0
`T`	Transformational leadership (the five Is)	0
`X`	Transactional leadership	0

Tell me when Full Range Leadership Model (Bass & Avolio) files something new

One email when a public company newly discloses something this framework governs, naming the company and what our corpus says it puts in scope. Nothing else, and one click to stop.

What an auditor will ask you to produce

The artefacts named on the failure modes this framework speaks to.

Multi-theory program integration
Adjacent-framework training
Multi-theory application
Leadership development framework + integration design
Multi-theory faculty/coach engagement
FRLM measurement + alternative-theory complement

How programmes fail on this

Failure modes named by this framework and others. Each opens the full record.

Multi-theory integration ad-hoc named by 4 frameworks

What this page is

A control-level reference for Full Range Leadership Model (Bass & Avolio), drawn from our framework corpus. Control codes and titles are references to the standard, not reproductions of it. The overlap counts and the auditor artefacts are our own work and are the part you will not find elsewhere.

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