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When Leadership is Not Needed
Disciplines > Leadership > When Leadership is Not Needed Follower characteristics | Task characteristics | Organizational characteristics | See also
Leadership is not always needed in all situations. In fact when it is not needed, attempts to lead are irritating at best and may result in the would-be leader's advances being rejected. Follower characteristicsLeaders are not needed when followers do not need them. ExpertiseWhen followers are expert and capable in the jobs that they are doing, then there is little need to lead them in the tasks that they are doing. Self-drivenWhen followers are already motivated in the job that they do, then there is no need for the leader to seek to enthuse them for the work. Task characteristicsLeaders are not needed when the task is such that leadership has no value. PredictableWhen the task is structured, routine and unambiguous in all ways, then once the follower knows what to do, then they probably do not need any further attention (at least in the task-focused sphere). Feedback from taskWhen the task itself provides sufficient feedback on how the person is performing, then there is no need for the leader to do this. Satisfying taskSome tasks are so intrinsically satisfying, that virtually anyone doing them find them interesting and enjoyable. In which case, the motivational actions of a leader are not needed. Organizational characteristicsThere are also factors within the organization that reduce the need for leadership. Cohesive teamWhen the team of people in which the target person works is focused on the task and work well together, then others in the team will act as effective leaders, building motivation and showing the way forward. Formal organizationWhen the whole ethos and culture of the company is around creating structures and controls, then leadership is probably inappropriate and would be rejected in favor of structured management approaches. Distributed teamWhen the team are geographically spread, then leadership in this virtual team is difficult or even impossible. See alsoPower, Risk bias, Self vs. Others preference Kerr, S. and Jermier, J.M. (1978). Substitutes for leadership: Their meaning and measurement, Organisational Behavior and Human Performance, 22, 375-403
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| Home | Top | Quick Links | Settings | |
Main sections: | Disciplines | Techniques | Principles | Explanations | Theories | |
Other sections: | Blog! | Quotes | Guest articles | Analysis | Books | Help | |
More pages: | Contact | Caveat | About | Students | Webmasters | Awards | Guestbook | Feedback | Sitemap | Changes | |
Settings: | Computer layout | Mobile layout | Small font | Medium font | Large font | Translate | |
| Home | Top | Menu | Quick Links | |
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