As the nature of work and the workplace continue to change, leaders need to become adept at changing how they lead. In this chapter, we describe four broad leader behavior categories (task-oriented, relations-oriented, change-oriented, and external behaviors), their specific component behaviors, and evidence for the importance of these behaviors. We also describe several major changes facing leaders in the coming years, including demographic changes in the workforce, technological changes, changes in occupations and work tasks, and global and strategic changes. Then we provide suggestions for how leaders should flexibly use the different types of behaviors to reflect these changes and the leadership situation. Finally, we offer some suggestions for future research that would make theoretical and methodological contributions to the leadership literature.

As the nature of work and the workplace continue to change, leaders need to become adept at changing how they lead. In this chapter, we describe four broad leader behavior categories (task-oriented, relations-oriented, change-oriented, and external behaviors), their specific component behaviors, and evidence for the importance of these behaviors. We also describe several major changes facing leaders in the coming years, including demographic changes in the workforce, technological changes, changes in occupations and work tasks, and global and strategic changes. Then we provide suggestions for how leaders should flexibly use the different types of behaviors to reflect these changes and the leadership situation. Finally, we offer some suggestions for future research that would make theoretical and methodological contributions to the leadership literature.