This article is a review of the literature concerned with leadership effectiveness in higher education at departmental level. The literature derives from publications from three countries: the UK, the USA and Australia. Surprisingly little systematic research has been conducted on the question of which forms of leadership are associated with departmental effectiveness. The analysis of the studies selected resulted in the identification of 13 forms of leader behaviour that are associated with departmental effectiveness. The findings are considered in relation to the notion of competency frameworks and, in the conclusion, their general implications are explored in relation to the notion of substitutes for leadership. (Contains 1 table.) [The research on which this article is based was funded by the Leadership Foundation for Higher Education.]