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3 Leadership Repertoires
In this chapter we will explore:
The concept of a leadership repertoire
Cognitive, emotional, and intuitive competencies that contribute to your repertoire
The impact of over‐ and under‐expression of those competencies
Flexing this repertoire according to context
3.1 Introduction
What makes a good leader?
The search for the essence of ‘leadership’ has been like the search for the Holy Grail, has existed for longer, and has absorbed huge amounts of research time and paper. The published literature on leadership is huge and complex, which suggests that there is no easy answer.
There are many approaches to examining and explaining leadership, and they all have much to offer but no one fits every situation perfectly. What leadership is and should be in an ‘every‐day’ veterinary setting, for example, may be very different from leadership in a large global corporation. Much of the leadership research has, inevitably, been carried out where resources are available to support it such as big business, the military and among college students. There is a body of evidence from human healthcare and this can be mined as a useful source. Nevertheless, there is a need to contextualise leadership for veterinary settings.
There are various leadership theories to draw on when collating ideas on what attributes make for good leadership. A number of leadership theories have been espoused over the years, such as trait theory, goal path, leader‐member exchange, transactional, authentic, transformational,
