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

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.