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-