Key points are not available for this paper at this time.
The study reported here examined the impact of leadership substitutes on subordinate job satisfaction and organizational commitment. Leadership substitutes, as suggested by Kerr (1977), replace or "act in the place of" a specific leader behavior. Multiple regression was used to test the validity and strength of potential substitutes. Results indicated mixed support for the substitutes construct.
Howell et al. (Tue,) studied this question.