There are a wide range of that explain particular traits, behaviors and activities needed for leaders to be effective. Most of these theories recognize that the type of leadership that is effective in a situation differs across situations. But there are also some leadership styles that are assumed to be effective regardless of the situation.
However, it has been found that there are particular SITUATIONAL VARIABLES - organizational variables, characteristics of the subordinates and task-related variables - that can substitute for, neutralize or improve the effects of certain leadership traits/behaviors. This theory was developed by Kerr and Jermier (1978) and is called ’substitutes for leadership’. Those situational variables directly affect the perceptions and attitudes of employees and as such their performance.
These 'substitutes' can decrease the reliance of followers on their leaders and in the most extreme cases they can make leadership unnecessary for them. For example:
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