2. 3. 4. 5. 6. Develop only short-range goals and plans. Provide clear directions, and expect sub- ordinates to carry out those directions. Give subordinates specific, negative feed- back of a personal nature. Motivate primarily by threats—rarely praise or reward. Do not develop subordinates; expect them to know their jobs or simply to comply with orders. Coercers are effective in the following situa- tions: 1. 2. 3. 4. When a crises occurs When emergencies occur, requiring a quick response When a situation requires a leader to issue directions based on information or a perspective subordinates have no need to know When subordinates must follow specific procedures  exactly  (that  is,  minor deviations from procedures will result in serious problems) Coercer leaders are ineffective in the situations that follow: 1. When subordinates must solve problems, take initiative, or innovate 2. When a requirement for special procedures exists because of a complex organizational structure Authoritarian.   —Leaders  who  have  an authoritarian leadership style expect to lead and make their own decisions. Authoritarian leaders use the following leadership practices: 1. 2. 3. 4. 5. 6. Ask  for  input  from  subordinates  on problems and decisions, but leave no doubt about who makes the final decision Set goals and develop both short- and long- range plans Direct clearly, are cordial, but leave no doubt about expectations Inform subordinates of inadequate perfor- mance if a problem occurs, and give them rational reasons for needed improvement Reward and discipline firmly and fairly Provide indirect help to develop subordi- nates’ skills Authoritarian leaders are effective in situations such as the following: 1. 2. 3. When a need exists for special procedures because  of  a  complex  organizational structure When they can use their influencing skills When asking for input from subordinates 4. and communicating results of a decision and its rationale are important When subordinates may not have all the information or the comprehensive perspec- tive needed to make a decision Authoritarian leaders are ineffective in the following  situations: 1. 2. 3. When the leader does not have a more comprehensive perspective on the problem or issue than the subordinates When the status distinction between the leader and the subordinates is minimal (Both are petty officers, college graduates, and so forth.) When the supervisor has no input require- ment on decisions to help organizational performance Affiliator.  —Leaders  who  practice  the affiliator  style  of  leadership  put  people  first. Affiliators have the following traits: 1. 2. 3. 4. 5. 6. Listen  a  lot  and  are  more  interested in personal than task information Do not set goals and standards or make explicit plans Do not direct task performance clearly or exert influence on subordinates Do not give task-oriented feedback Reward personal characteristics, not task performance—never  discipline Do not develop subordinates’ skills Affiliators  are situations exist: 1. 2. Tasks  are knows what effective when the following routine  (that  is,  everyone is to be done and how to do it), and performance is at an adequate or high level. Supervisors and subordinates are friends and have a close relationship. 2-11