Revisiting Leadership Style and Behaviour: Examining Fluidity, Adaptability, and Contextual Contingency in Contemporary Leadership Discourse

Abstract

Leadership studies have historically conceptualised leadership style and behaviour in divergent ways, with some scholars treating them as stable traits, while emerging perspectives emphasise their fluidity and situational contingency. This study revisits the discourse surrounding leadership style and behaviour, examining how contextual, organisational, and societal factors influence adaptive leadership. Drawing on transformational and situational leadership theories, behavioural and contingency frameworks, and empirical studies, the analysis highlights that leadership is neither static nor universally applicable. Leaders adjust their behaviours and style in response to organisational dynamics, crises, stakeholder expectations, and cultural norms. The current study also interrogates the limitations of classical trait-based models and their assumption of fixed leadership dispositions. A systematic literature review identifies trends, inconsistencies, and theoretical gaps in understanding the dynamic nature of leadership. The current analysis demonstrates that recognising the fluidity of leadership is essential for both theory development and practical leadership training. This study concludes by proposing a conceptual integration that positions leadership style and behaviour as contextually mediated and adaptive, offering directions for empirical research on situational leadership effectiveness.