ADMS 2511 Chapter 16: ADMS 2511 Chapter 16 Notes
30 Apr 2018
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ADMS 2511 Chapter 16 Notes – Summary
Introduction
Substitutes for Leadership
• These studies demonstrate that leaders who set goals enable conscientious followers to
achieve higher performance but may cause stress for workers who are low in
conscientiousness.
• One of the dangers of any theory of situational leadership is the assumption that the
ehaiour of the leader should adjust to eet folloers’ eeds.
• It ay e that leaders at o eployees’ pereied eeds rather tha their real eeds.
• Reall that pereptios are reality.
• A recent study found that if managers view followers positively—that they are good
citizens, industrious, enthusiastic—they will treat their employees positively.
• If they think of their employees negatively—that they are conforming, insubordinate
and incompetent—they will treat them that way.
• By extension, managers may not adopt the appropriate situational leadership behaviour
if they have incorrect perceptions of their employees.
• Case Incident—Leadership by Algorithm explores ways to learn how to adapt your
leadership style to better fit the situation.
• The previous three theories argue that leaders are needed, but that leaders should
consider the situation in determining which style of leadership to adopt.
• Hoeer, uerous studies olletiely deostrate that, i ay situatios, leaders’
actions are irrelevant.
• Experience and training are among the substitutes that can replace the need for a
leader’s support or aility to reate struture.
• Organizational characteristics such as explicit formalized goals, rigid rules and
procedures, and cohesive work groups can also replace formal leadership, while
indifference to organizational rewards can neutralize its effects.
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