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-