Jonas involves his employees in decision making. He invites them to express their opinions and recognizes their contributions to the decision-making process.

Arnold does not trust his employees to work unsupervised. He is constantly interfering in their work to make sure things are completed to his standards.

Laurie depends on formal authority in her leadership role. She gives instructions and expects them to be followed. Those who follow her instructions correctly are rewarded, while those who fail are punished.

Tina takes a hands-off approach. She monitors her employees' performance and provides feedback regularly, but rarely intervenes unless her employees ask for help.

expect their subordinates to trust that they have come to the best possible decision on their own.

are at a disadvantage when decisions need to be made quickly.

readily trust their subordinates to complete tasks to their standards.

dislike planning and prefer to react to situations as they unfold.

the organization

decision making

compensation

external environments

Autocratic leaders can be micro-managers.

Autocratic leaders are regarded by subordinates as inferior.

Autocratic leaders are regarded by subordinates as bossy and controlling.

Autocratic leaders do not invite subordinates to participate in decision making.

Autocratic leaders provide structure and expectations when excellence is the anticipation.

Autocratic leaders take responsibility for decisions that carry a heavy burden.

Autocratic leaders empower their subordinates and are pleasant to work for.

Autocratic leaders are good at making decisions in times of crisis.