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Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978.[1]
The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors[2] (Den Hartog & Koopman, 2001). It has received criticism for shortcomings due to perceived methodological issues.[3][4] Empirical research has produced mixed results as to its ability to predict subordinate outcomes.
^Kerr, Steven; Jermier, John M. (1978). "Substitutes for leadership: Their meaning and measurement". Organizational Behavior and Human Performance. 22 (3): 375–403. doi:10.1016/0030-5073(78)90023-5.
^Avolio, Bruce J.; Walumbwa, Fred O.; Weber, Todd J. (2009-01-01). "Leadership: Current Theories, Research, and Future Directions". Annual Review of Psychology. 60 (1): 421–449. doi:10.1146/annurev.psych.60.110707.163621. ISSN 0066-4308. PMID 18651820.
^Dionne, Shelley D.; Yammarino, Francis J.; Atwater, Leanne E.; James, Lawrence R. (2002). "Neutralizing substitutes for leadership theory: Leadership effects and common-source bias". Journal of Applied Psychology. 87 (3): 454–464. doi:10.1037/0021-9010.87.3.454. ISSN 1939-1854. PMID 12090603.
^Podsakoff, Philip M.; MacKenzie, Scott B. (1995). "An examination of substitutes for leadership within a levels-of-analysis framework". The Leadership Quarterly. 6 (3): 289–328. doi:10.1016/1048-9843(95)90011-X.
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