Explain the role, as seen by Kerr and Jermier (1978), of follower’s professional orientation in the leadership process.
The leadership theory that focuses on the Substitutes for leadership was developed by Steven Kerr and John M. Jermier in 1978. The theory focuses on the various situational factors that can affect the real leadership. The theory also covers the effects in terms of enhancement, neutralization or substitution of the leadership trait and role. The Substitutes for leadership theory focuses on the factors that affect the followers and the leadership behaves and roles and in return the two factors have the effect on the leadership – followers behaviours. The follower – leadership behaviour also affects the followers and employees behaviours and attitude. The theory states that the role of the follower’s professional orientation in the leadership process affects both the leadership control and acceptability in the workplace and the follower behaviours and attitude towards the leadership abilities.
The follower’s professional orientation affects the leadership process and can affect the leadership role as well. The role of the follower’s professional orientation effaces the leadership perception and its justification in the work place environment. The use of the professional orientation of followers determine if the leadership is according to the environmental needs and the requirements of the workplace but also refers to if the leadership is necessary at all.
The substitute to the leadership renders the leaders ability to have proper control and effective balance in the workplace. The workplace also experiences issues in the leadership follower’s relationship when there is a substitute that can be an object or another person or the policies in the workplace.
There are multiple variables that affect the follower’s performance, their attitude at work, their behaviours and their preferences at workplace. All these factors are affected by the leadership as well. The leadership determines the workplace harmony and through the different leadership approaches and practices. All these approaches and practices effect the follows ability to accept the environment at their workplace, accept the leadership and the factors of control and monitoring. The follower’s abilities and performance are also affected by the leadership substitute. The leadership substitute also weakens the influence of the real leadership that effects the follower’s perception of control.
There is less acceptability amongst the followers when the leadership substitutes affect the workplace. The followers have less acceptability to the leadership role and the control that comes with it. Moreover, there performances and attitude also effects the leadership in return. When the leadership is judged it is through the performance of the followers and their ability to bring creativity and perspectives to the workplace.
The leadership substitute affects the follower’s abilities in return. The leadership – follower behaviour is determined to be aligned but when there is no common ground for the two parties, there is no proper identification of the issues and no control of the leadership behaviour, there can be issues of followers behavioural and attitude changes not appropriate for the workplace development and growth.
The perception of the control from the follower’s side and the leadership ability substituted can affect the workplace effectiveness as well. The substitute and enhancers both affect the leadership role and the follower’s professional orientation at the workplace.