Leadership behavior repertoire: an exploratory study of the concept and its potential for understanding leadership in public organizations

Abstract

Rapidly accumulating literature on public leadership tends to zoom in on specific aspects of

leaders’ behavior. Such a fragmented approach may overlook the most challenging aspect of

effective leadership: combining diverse behaviors in relation to various stakeholders to match

contextual needs. This article therefore argues for a comprehensive approach that recognizes the behavioral complexity of most contemporary leaders, particularly in ambiguous contexts. The concept of leadership behavior repertoire facilitates this. The article conceptualizes the perspective of the leadership behavior repertoire and illustrates in which ways leaders combine behavioral options from their repertoire using data from in-depth interviews with public leaders. Based on our findings, we propose integration of this perspective into the field’s research agenda to make our understanding of leadership in public organizations more complete. Moreover, the repertoire perspective can challenge and advance theorizing of leadership in relation to its context and outcomes in a more comprehensive way.