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