“Substitutes for leadership: Their meaning and measurement” — Contextual recollections and current observations

“Substitutes for leadership: Their meaning and measurement” — Contextual recollections and... John M. Jermier* University University of Michigan of South Florida Steve Kerr and General Electric Corporation While in graduate school, I was fortunate enough to have Bob House as a mentor. At that time (1970), he was studying and thinking about what was to become renowned as the Path-Goal Theory of . One result of our interaction was that, while still a doctoral student, I was able to publish (with Bob and Alan Filley) in Administrative Science , and had other research on under review. Then, as a new faculty member at Ohio State, I was again extremely fortunate to attract as mentor and research colleague another giant of research, Ralph Stogdill. As a result of Ralph’s influence on my thinking and my continuing work with Bob House, I became fascinated by the concept of organizational and power. The positive reinforcement I received from the field, and from Ohio State, for pursuing this topic didn’t hurt either. (I completed my Ph.D. in 1973 and was tenured less than a year later, in no small part for my published research on ). During this period, however, I became increasingly troubled by the low magnitude of results yielded by my http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Leadership Quarterly Elsevier

“Substitutes for leadership: Their meaning and measurement” — Contextual recollections and current observations

The Leadership Quarterly, Volume 8 (2) – Jan 1, 1997

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Publisher
Elsevier
Copyright
Copyright © 1997 Elsevier Ltd
ISSN
1048-9843
DOI
10.1016/S1048-9843(97)90008-4
Publisher site
See Article on Publisher Site

Abstract

John M. Jermier* University University of Michigan of South Florida Steve Kerr and General Electric Corporation While in graduate school, I was fortunate enough to have Bob House as a mentor. At that time (1970), he was studying and thinking about what was to become renowned as the Path-Goal Theory of . One result of our interaction was that, while still a doctoral student, I was able to publish (with Bob and Alan Filley) in Administrative Science , and had other research on under review. Then, as a new faculty member at Ohio State, I was again extremely fortunate to attract as mentor and research colleague another giant of research, Ralph Stogdill. As a result of Ralph’s influence on my thinking and my continuing work with Bob House, I became fascinated by the concept of organizational and power. The positive reinforcement I received from the field, and from Ohio State, for pursuing this topic didn’t hurt either. (I completed my Ph.D. in 1973 and was tenured less than a year later, in no small part for my published research on ). During this period, however, I became increasingly troubled by the low magnitude of results yielded by my

Journal

The Leadership QuarterlyElsevier

Published: Jan 1, 1997

References

  • Path-goal theory of leadership
    House, R.J.; Mitchell, T.R.
  • Organizational behavior: a review and reformulation of the field's outcome variables
    Staw, B.M.

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