Substitutes for leadership: Their meaning and measurement

doi:10.1016/0030-5073(78)90023-5

Organizational Behavior and Human Performance

Volume 22, Issue 3, December 1978, Pages 375-403

Organizational Behav...

https://doi.org/10.1016/0030-5073(78)90023-5 Get rights and content

Abstract

Current theories and models of leadership seek to explain the influence of the hierarchical superior upon the satisfaction and performance of subordinates. While disagreeing with one another in important respects, these theories and models share an implicit assumption that while the style of leadership likely to be effective may vary according to the situation, some leadership style will be effective regardless of the situation. It has been found, however, that certain individual, task, and organizational variables act as “substitutes for leadership”, negating the hierarchical superior's ability to exert either positive or negative influence over subordinate attitudes and effectiveness. This paper identifies a number of such substitutes for leadership, presents scales of questionnaire items for their measurement, and reports some preliminary tests.

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Substitutes for leadership: Their meaning and measurement

Abstract

Organizational Behavior and Human Performance

Organizational Behavior and Human Performance

Organizational Behavior and Human Performance

Organizational Behavior and Human Performance

Organizational Behavior and Human Performance

Phases in group problem solving

Journal of Abnormal and Social Psychology

Contingent aspects of effective management styles

The managerial grid

Command, control, and charisma: Reflections on police bureaucracy

American Journal of Sociology

Task and accumulation of experience as factors in the interaction of small groups

Sociometry

Managerial behavior, performance and effectiveness

Personal causation

Intrinsic motivation, extrinsic reinforcement, and inequity

Journal of Personality and Social Psychology

Intrinsic motivation

Theory building in applied areas

A contingency model of leadership effectiveness

A theory of leadership effectiveness

Leadership and effective management

Managerial process and organizational behavior

Motivation through the design of work: Test of a theory

Organizational Behavior and Human Performance

Unused potential in R and D labs

Research Management

Participation, managerial decision-making, and situational variables

Organizational Behavior and Human Performance

A path-goal theory of leader effectiveness

Administrative Science Quarterly