This paper explores the idea that behaviorally complex managers are more effective than their less complex counterparts. Behavioral complexity is assumed to have a repertoire and differentiation component. Behavioral repertoire refers to the portfolio of leadership functions managers can perform and behavioral differentiation to the ability of managers to vary the performance of their leadership functions depending on the situation. An empirical examination of the perceptions of the subordinates, peers, and superiors of the behavioral repertoire and differentiation of 282 middle managers from a large Fortune 50 manufacturing company and 252 managers from the public utility industry shows strong support for the notion that behavioral repertoire is positively associated with effectiveness and mixed support for the hypothesized positive relationship between behavioral differentiation and effectiveness.
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