KERR A ND JERMIER’ S SUBSTITUTES FO R LEA DERSHIP MO DEL: BA C KG RO UND, EMPIRIC A L A SSESSMENT, AND SUG G ESTIO NS FO R FUTURE RESEA RC H Philip M. Podsakoff* /n&ma zyxwvutsrqponmlkjihgf Unive rsity Sc o tt B. MacKenzie Indiana Unive rsity Since its introduction to the field almost 20 years ago, Kerr and Jermier’s (1978) “substitutes for leadership” model has had a substantial effect on the way leadership scholars think about leadership effectiveness. Despite the fact that other leadership theories which preceded the substitutes model considered the role of contextual variables, several authors (cf. Howell, Bowen, Dorfman, Kerr, & Pod&off, 1990; Pod&off, MacKenzie, & Fetter, 1993; Podsakoff, Niehoff, MacKenzie, & Williams, 1993; Williams, Podsakoff, Todor, Huber, Howell, & Dorfman, 1988; Yukl, 1994) have noted that Kerr and Jermier’s substitutes model has several advantages over other situational approaches to leadership. First, it builds from the theoretical base provided by House’s (cf. House, 1971; House & Dessler, 1974; House & Mitchell, 1974) popular path-goal approach to leadership. Second, the moderating effects proposed by the substitutes model help to explain why some leader behaviors may be effective in some situations, but have no effect, or even dysfunctional effects, in other situations. Third, it represents the most comprehensive attempt to identify those factors, other than the leader’s behavior, that influence subordinate attitudes, behaviors, and perceptions. Fourth, it focuses attention on a set of organizational factors that may influence the effectiveness of a leader’s behavior, and is therefore consistent with the increasing interest in MESO approaches to organizational behavior (cf. Tosi, 1991). * Direct all correspondence to: Philip M.Podsakoff, Department of Management, Graduate School of Business, Indiana Universitv. Bloomineton. IN 47405. Leadership Quarterly, 8(2), 117-125. Copyright 0 1997 by JAI Press Inc. All rights of reproduction in any form reserved, ISSN: 1048-9843