A few years ago, a lieutenant of mine and I were assigned to plan a mass code changing operation for our squadron. The code change is an annual event where hundreds of operators, police, maintainers and support personnel spend a week in the field changing coded components at 55 different sites within the missile squadron. This event is often described as the most challenging peacetime operation within the intercontinental ballistic missile (ICBM) force. This particular scenario seemed like a great example of how the elements of the Full Range Leadership Model (FRLM) were applied and how the results could have changed if applied differently. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Our squadron commander tasked us with planning this event during one of our weekly staff meetings. It provided us with open, basic direction: take ownership of the planning and execution of the event using continuity of information and people from previous years, and make improvements where available. In the months leading up to the event, we continued to hold weekly staff meetings where we provided updates on the planning process. These updates were always conversational, never in briefing format, and our squadron commander's biggest concerns were focused on whether we were experiencing problems and what other resources we might need. During this process, our squadron commander demonstrated various elements of the transformational leadership approach. The strongest of these behaviors was the use of intellectual stimulation (IS). The reading on IS states: “Leaders who foster creativity and innovation for their followers, while advocating new approaches to organizational challenges, exemplify IS behavior” (. He did so by encouraging ownership and improvements of the processes, such as the efficiency of the program or the checklists, binders and other resources that we have generated and provided to the crews. We have not been discouraged even once from taking risks to try new ideas in the other three behaviors or components of the transformational leadership model. My squadron commander was a leader I respected and admired because he fell into the idealized influence component. He inspired to challenge the status quo and improve the process through his use of inspirational motivation. During our weekly meetings he provided individual consideration as an active listener and offered assistance when needed and provided coaching when needed. Thanks to his leadership, we instituted numerous changes that have continued to be implemented in the years since. Without his encouragement to seek process improvements and take risks, we would never have been able to make the changes we have made for the better. Our team were awarded achievement medals for their efforts and successful execution of the event. With years of continuity in place, a transactional leadership approach could have easily been chosen and the code change would likely have been as successful as it has been in years past. The amount of work required to plan this event makes it an undesirable task to manage. To alleviate this problem, the squadron commander could “enter into an agreement” with us to complete the task. The use.