This study seeks to identify the leadership behaviours displayed by non-academic middle-level managers in the Australian higher education sector. The study also identifies the importance of these leadership behaviours and the leadership effectiveness of these managers. The integrated competing values framework was used to measure leadership behaviours and effectiveness. A total of 75 middle-level managers participated in a 360-degree feedback programme that sought responses from 816 of their work colleagues (line manager, peers and staff). Repeated measures analysis of variance was used to analyse the data. The results of the analysis found that the managers were reasonably effective, were reflective and learnt new behaviours, displayed all leadership behaviours at a reasonable level and considered all the leadership behaviours to be important. In the main, the managers held similar perceptions to their work colleagues. Future research is needed to identify gender and cultural differences.