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.
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