The affiliator style of leadership is especially well  adapted  to  the  role  of  counselor.  It  is  also effective when you need to recognize someone for doing  a  good  job.  However,  the  affiliator  has  a negative effect when the work center has a tight deadline or when you are in a leadership role for long  periods. People who use the democratic leadership style listen  to  subordinates.  Therefore,  you  could benefit   from   this   style   when   showing   a   new maintenance  procedure  or  how  a  new  piece  of equipment works. You would also find it helpful when  planning  social  events  based  on  a  consensus of  opinion.  Using  this  style  when  preparing  for an   inspection   would   be   harmful   because   you would  lack  control.  It  would  also  be  harmful during  drills  or  combat  because  you  would  not have  time  to  hold  meetings.  You  would  have  to tell   subordinates   what   to   do   or   the   entire command  could  be  lost. Using  the  pacesetter  style  of  leadership  is helpful when you are working with a new work center or teaching a new maintenance procedure by  example.  However,  if  you  begin  doing  other people’s work, rather than training, monitoring, and developing subordinates, the pacesetter style becomes  harmful  to  the  work  center. The coach style of leadership is helpful when a worker is attempting to learn a new procedure or  master  a  new  technique.  It  is  also  effective when  you  need  to  counsel  a  subordinate  who frequently   arrives   late   at   the   work   center. However, this style of leadership has no effect on a  subordinate  who  knows  how  to  perform  a  job or  task  but  refuses  to  do  the  work. Factors Affecting Leadership Styles The following six elements interact to deter- mine your leadership style: • Motives and values • Past  experiences • Past  and  present  supervisors • Jobs or tasks • Organizational culture and norms • Situations MOTIVES AND VALUES. —Your   leadership style reflects those motives and values you see as important. If power is important to you, you may emphasize the coercer style of leadership. If you value friendship, you may tend to emphasize the democratic  or  affiliator  style  of  leadership. PAST   EXPERIENCES.   —If  a  particular leadership style has worked in the past, you will probably  use  it  again  in  similar  situations.  If  a certain style didn’t work, you will avoid using it again. Therefore, past experiences influence your leadership style. PAST AND PRESENT SUPERVISORS.  — Since  supervisors  serve  as  role  models,  subor- dinates   frequently   imitate   their   behavior; therefore,   your   supervisors   influence   your dominant  leadership  style. JOBS  OR  TASKS.  —The  job  or  task  your work   center   performs   affects   your   leadership style.  A  new  procedure  or  the  installation  of  a piece  of  equipment  may  call  for  the  pacesetter style of leadership. An emergency situation may cause  you  to  be  coercive. ORGANIZATIONAL  CULTURES  AND NORMS. —Civilian businesses provide a service or  product  to  society.  Since  the  products  and services provided by businesses differ, the needs and  requirements  of  their  workers  also  differ.  The same is true for the Navy. The Navy provides a service  to  its  country.  Each  organizational  level of  the  Navy  performs  a  specific  job  or  provides a   product   that   contributes   to   that   service. Therefore,  the  needs  and  requirements  of  the workers at each level also differ. This difference creates  different  work  environments  (cultures)  and different   relationships   (norms)   between   the workers. The culture of your organization has a great  impact  on  your  leadership  style.  Your leadership style changes to fit the organizational culture  of  your  work  center.  In  short,  you  will change   your   leadership   style   to   meet   the expectations  of  your  superiors. SITUATIONS. —Specific  situations  determine your  leadership  style  because  each  one  could involve  a  different  number  of  people  and  a different   amount   of   pressure   or   stress.   For example,  you  might  use  the  democratic  style  when assigning  a  daily  task  because  you  would  have time  to  explain  the  "why"  of  doing  it.  However, you would be unable to use that style during an emergency. Can you imagine explaining why you want  the  electrical  power  secured  during  a  fire aboard  ship? 3-17