Situations in which affiliators are ineffective
involve the following:
1.
2.
3.
4.
Unique and complex tasks
Subordinates who need motivation to take
initiative or be innovative
Substandard performance of a group or an
individual
Decisions required based on information
or a perspective possessed only by the
leader
Democrat. — Leaders who exercise the
democrat leadership style encourage taking part.
Democrat leaders have the following approach to
leadership:
1.
2.
3.
4.
5.
6.
Take an inactive part in meetings by
listening only, but encourage subordinates
to take an active part
Make decisions based on a consensus of
subordinates’ opinions; allow subordinates
to decide upon and control work-related
activities
Base direction upon a consensus of
subordinates’ opinions; try to match people
and jobs
Give some task feedback
Motivate subordinates by rewarding ade-
quate or desirable performance; give
negative feedback (that is, discipline in any
form) only in very limited situations
ordinates’ skills-
Democrat leaders are effective under the
following conditions:
1.
2.
3.
4.
All subordinates are excellent performers.
All subordinates are suitable for their
jobs.
Subordinates have as much information
relevant to decisions and activities as does
the supervisor.
Subordinates must coordinate with each
other to conduct independent activities.
Democrat leaders are ineffective under the
following conditions:
1.
2.
Subordinates do not have access to in-
formation or a perspective that the leader
has.
Crises or emergencies occur, which require
a quick response or decision.
3.
4.
Subordinates lack an in-depth under-
standing of each others’ work.
Subordinates must complete separate job
tasks that will be combined to achieve the
work center’s goal.
Pacesetter. —Leaders who supervise using
the pacesetter leadership style are self-directed
and expect others to be self-directed. Pace-
setters exercise the following methods of manage-
ment:
1.
2.
3.
4.
5.
6.
Expect people to know their jobs and do
them well (probably do not listen to others)
Communicate goals and standards, and set
the example in their planning
Set the pace rather than direct, and take
personal responsibility for success and
failure; have difficulty delegating, so work
unceasingly to try to accomplish everything
alone
Give some task feedback
Reward good performance, but provide no
warmth or support; often get very coercive
when things go wrong
Develop subordinates using only them-
selves as a model
The pacesetter leadership style works effec-
tively
1.
2.
3.
in the following situations:
Status distinctions between supervisor and
subordinates are minimal.
Performance goals and standards are clear
to everyone.
Subordinates must conduct their work
independently of the leader with little
coordination or integration among
themselves.
The pacesetter leadership style works
ineffectively when the following situations exist:
1.
2.
3.
4.
Subordinates must perform most of the
tasks.
Coordination or integration is essential to
task accomplishment or organizational
efficiency.
One or more subordinates have per-
formance problems.
Subordinate development must be quick,
with special attention from the supervisor.
Coach . —In using the coach leadership style,
leaders guide subordinates toward high standards
2-12
Work minimally toward developing sub-
