The dynamic leader revisited: 360‐degree assessments of leadership behaviours in different leadership situations

Abstract

Purpose This article aims to describe recent research on leadership behaviour and how this relates to effective performance by those in leadership positions. Design/methodology/approach This paper takes forward the work on “dynamic leadership” already undertaken by the authors and described in previous issues of Industrial and Commercial Training. Findings The findings summarized in the article provide confirmation for the contingency approach central to the dynamic leader concept. In this respect the dynamic leadership concept represents a challenge to visionary or transformative leadership. Originality/value This paper is of relevance to individuals in a range of management and leadership positions, as well as professionals involved in training, developing, coaching and mentoring activities with managers and leaders.