Leader Substitutes in Educational Organizations

Abstract

This study, using stepwise multiple regression analysis, examined the presence of leader substitutes in educational organizations, the relationship between leader substitutes, department head leader behaviors, and teacher-perceived organizational commitment, role ambiguity, and role conflict. Into this study, I incorporated the variables, design, methodology, instrumentation, and data analysis procedures developed by Kerr and Jermier (1978). Generally, leader substitutes, not leader behaviors, were identifled by teachers as having significant relationships to the criterion variables of organizational commitment and role ambiguity. Both leader substitutes and leader behavior weresignificant predictor variables with role conflict.