Impact Factor (JCC): 4.3241 - This Article can be downloaded from www.bestjournals.in CONCEPTUALISING LEADERSHIP BEHAVIOURS AND ITS RELATIONSHIP WITH COMPETITIVE ADVANTAGE MOHAMMAD ALAM TAREQUE 1 & NAZRUL ISLAM 2 1 Center for Higher Studies and research, Bangladesh University of Professionals 2 Pro VC Canadian University of Bangladesh ABSTRACT The world is changing and it seems only “change is constant in this world” though Heraclitus, a Greek philosopher, foreseen that we have to adapt to changes to survive but the magnitude and the pace of changes were not in his wildest dreams may be. We live in a VUCA world now – in an environment of volatility, uncertainty, complexity and ambiguity (Warren Bennis and Burt Nanus, 1987), and this acronym VUCA is used in the US Army War College, Harvard, Forbes, and so on. Leadership in a VUCA world has books and articles published that emphasis adapt or die. On the other hand, it is leadership that is one of the most significant factors that gives companies competitive advantage. Competitive Advantages are achieved through judicious use of resources and capabilities, and a leader is the one who makes call on use of a company’s core competence. Strategic decisions are made at top tier levels as vision and di sseminated to all tiers of leaders – middle to lower echelons and broken into goals, objectives, and tasks. From vision to missions to goals to objectives and tasks the orchestration and synchronization’s require leaders at all levels to be effective. KEYWORDS: Leadership Behaviours, Relationship & Competitive Advantage INTRODUCTION Leader’s effectiveness and competitive advantage are positively correlated and thus while leaders becoming effective will result to achieving competitive advantage and vice versa. A company also should have leaders at its pool to fill any vacuum once created. Therefore, the concentration is on measuring leader’s effectiveness and keeping backups ready. Leadership influences employee’s well-being, job satisfaction, productivity-efficiency, retention, innovation, and coping with the inevitable change, as opposite, poor leadership resulting to stress, dissatisfaction, and employee turnover. Previous studies have mostly focused on leadership traits and not the behavioural process, as Timothy et al writes though the most rigorous and validated research on Leadership Behaviours like Ohio Studies are “the forgotten ones”. Leadership is a behavioural process and without measuring the particular or the combination of behaviours, when and how may be used by effective leaders, any study will remain incomplete. In present study we address the issue of integrating existing theoretical frameworks and concepts, and propose a modified concept related to competitive advantages. In doing so we make a contribution to leadership literatures, and by taking into account existing LBs and its relation to CA, we tried to propose a concept for measuring LB with indicators. We also provided an integrated framework of CA and LBs by summarizing the related factors that explain how LBs and CA are correlated. BEST: International Journal of Humanities, Arts, Medicine and Sciences (BEST: IJHAMS) ISSN (P): 2348–0521, ISSN (E): 2454–4728 Vol. 8, Issue 11, Nov 2020, 7-18 © BEST Journals