 These findings made it apparent that there were variables that affected the relationship between leader behavior and subordinate outcomes, making the relationship stronger or weaker.Kerr (1973) was the first to coin substitutes for leadership as elements in the work setting that lessened leader effectiveness on subordinate outcomes.Further publications (e.g., Kerr et al., 1974) led to Kerr and Jermier's 1978 paper, which unveiled substitutes for leadership theory.