42. Leader Substitutes & Cognitive Resources Theories

Leader Substitutes Theory (Kerr & Jermier, 1978)

Value-added leadership by designated hierarchical leaders is irrelevant in some situations. Sometimes the formal leader isn’t needed.

Research: some support for the hypotheses, but it is too early to assess the validity of the model

Conceptual limitations: fails to provide a detailed rationale for each substitute, or explanations of underlying causal relationships

Tony’s comment: People in formal leadership positions don’t always add value to leadership processes, either because they aren’t needed or because they that the ability and resources to contribute

Examines the conditions under which a leader’s cognitive resources (intelligence, experience, and technical expertise) are related to group performance
- A leader’s cognitive resources affect group performance only when the leader is directive and the task unstructured
- Intelligence is important when stress is low; experience is important when stress is high
- Research: theory is new and little research to support
- Conceptual weaknesses: Other research indicates other traits are more important than intelligence

Tony’s comment: If a leader’s intelligence and experience are important to goal achievement, they must be shared with the group in a clear manner. Intelligence is relatively more important to making good decisions during periods of low stress, while experience is relatively more important during periods of high stress