Current theories and models of leadership seek to explain the influence of the hierarchical superior upon the satisfaction and performance of subordinates. While disagreeing with one another in important respects, these theories and models share an implicit assumption that while the style of leadership likely to be effective may vary according to the situation, some leadership style will be effective regardless of the situation. It has been found, however, that certain individual, task, and organizational variables act as "substitutes for leadership," negating the hierarchical superior's ability to exert either positive or negative influence over subordinate attitudes and effectiveness. This paper identifies a number of such substitutes for leadership, presents scales of questionnaire items for their measurement, and reports some preliminary tests.