Contextualising leader dynamics: how public service leaders endeavour to build influence

A generic conceptualization is developed of the evolutionary relationship between leader activity and context, informed by structuration theory. It is argued that theoretical development to date has underplayed the extent of leaders’ attempted--and more or less successful--manipulation of contextual factors, within structural parameters that bound their agency. A heuristic model of leaders’ interaction with their context is articulated. This links their degree of agency and its delimitation with the degree to which contextual factors can be manipulated to extend leaders’ platform for future influence. Findings from qualitative research on the perceptions of ‘top’ organization leaders in the English public services illustrate the application of the model. Indicative factors are perceived to be variably manipulable. The experience of one successful secondary school headteacher portrays how the context-leader dynamic operates cumulatively and recursively. The conclusion considers the implications of this conceptualization for theorizing, research, and policy for improving leadership practice