The Coercive Leadership Style

“Just do it the way I tell you to”

The primary objective of the coercive style is 'immediate compliance. The coercive style provides clarity' about how a task needs to be performed. And it raises standards in the short term, by demanding compliance. But it is not helpful in communicating ‘the big picture’ -- why a tasks needs to be performed. Which means it can cause standards to drop in the long term. It is about ‘how’. But it does not deal with ‘what' or 'why'.

The coercive style in action

When using this style a manager:

• gives lots of directives -- ‘tells people what to do without asking for their input or listening to their reactions
• controls team members tightly -- through close monitoring
• relies on negative, corrective feedback - focuses on what is being done wrong and what must be corrected
• expects immediate compliance -~ and may resort to harsh or embarrassing strategies to secure it
• “motivates” by stating the negative consequences of non-compliance.

When the coercive style is most effective:

• with team members doing straightforward tasks
• in crisis situations -- when team members need clear directions and the manager has critical information
• when noncompliance will have serious consequences e.g. safety issues
• with problem team members -~ where all else has failed
• when you need to give your team members immediate clarity about tasks or standards.

When the coercive style in least effective

The coercive style is least effective:

• with team members doing complex tasks -- the more complex the task, the more ineffective this style becomes -- it can provoke rebellion!
• over the long term -- team members are not being developed, and may passively resist, rebel or leave e
• with self motivated team members who are capable of directing and monitoring their own world
• with talented, knowledgeable team members who are i expected to initiate or innovate.

If you need to be more coercive

If you feel the situation needs you to be more coercive:

• Monitor team members closely
  • Keep on top of what's going on. Establish procedures which will give you information about each person's current activity and the results of their activity.
• Give direct orders
  • Be clear and precise - this is not the time to waffle.
• Set clear standards of behavior and performance
  • You want people to know exactly what you expect from them. Be able to tell team members -- with complete clarity - what is expected of them.
• Be decisive
  • You are the decision maker, the person in charge. So decide what you want and clearly communicate it.
• Confront team members about poor performance
  • Point out to people any behaviors which do not meet your standards. Insist on adherence to the rules of the organization. The only deviations should be those which have been authorized directly by you.
• Get to know the job
  • To be most effective, invest some time learning a little about the different roles that your team members have. If they feel that you understand their job role they are more likely to accept your judgment on the standards they should be reaching.

If you need to be less coercive

If you feel the situation needs you to be less coercive:

• ls this just a habit?
  • Are you in the habit of using the coercive style?
  • ls being coercive part of the culture in your organization?
  • Do your team members rely on being managed in this way?
  • What other managerial style or styles might raise your team’s performance, while maintaining clarity?
• Did it work in the past?
  • Have you had to deal with poor performance in others? Did the coercive style work well for you in this situation? Do you think the coercive style will continue to be effective in the long term?
• What might you be missing out on?
  • What are the risks in using the coercive style?
  • What impact will the coercive style have on the climate in your team in the long term?
  • What impact will it have on your team members’ development in the long term?
• How do you see yourself as a manager?
  • Do you see your role as primarily about controlling others’ activities?
  • Do you believe that your team members are likely to get things wrong?
  • Do you feel your job is to keep others on track? Which other approaches can you experiment with?
  • Which other approaches might be more fulfilling for you - and for your team?