TITLE

Substitutes for Leadership: Effective Alternatives to Ineffective Leadership

AUTHOR(S)
Howell, Jon P.; Bowen, David E.; Dorfman, Peter W.; Kerr, Steven; Podsakoff, Philip M.
PUB. DATE
June 1990
SOURCE
Organizational Dynamics;Summer90, Vol. 19 Issue 1, p20
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article presents a strategy in human resource management in dealing with leadership problems. By the late 1950's it became evident that an approach was needed that didn't depend on ideal traits and universal behaviors. One answer was "situational theory" which stat with the assumption that there are no traits, and no behaviors, that automatically constitute effective leadership. The key is the fit between a leader's style and the situation the leader faces; thus the leader who is highly effective in one situation may be totally ineffective in another. For instance, although General George Patton led the 3rd Army to outstanding performance in World War II, one could hardly imagine the effective use of his leadership style in Mahatma Gandhi's situation against the British in India. According to situational theories, effective leaders trust correctly identifies the behaviors each situation requires and then be flexible enough to exhibit these behaviors. Leaders who are behaviorally inflexible, or who lack the necessary diagnostic skills, must be either trained or replaced, the same remedies identified by researchers of leader traits and behaviors.
ACCESSION #
9607245396

 

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics