CLIMATE

Is the overall atmospheric condition of a place or particular area for a period of 30 years or more.

CLIMATE CHANGE
Is a long term shifting of global weather pattern.

FACTORS AFFECTING CLIMATE CHANGE

LATITUDE
Latitudes are the imaginary horizontal lines on the surface of the earth. The more the latitude degree, cooler the
climate. According to this, equatorial regions are hotter than polar regions because sun rays fall vertically on lower
latitude but only slanted rays fall on higher latitude.

CLIMATE
Is the overall atmospheric condition of a place or particular area for a period of 30 years or more.

CLIMATE CHANGE
Is a long term shifting of global weather pattern.

FACTORS AFFECTING CLIMATE CHANGE

ELEVATION (HEIGHT FROM SEA LEVEL)

Normally, temperature changes by 1˙C in every 165 meters height. Temperature decreases when we ascend
higher and vice-versa. Lower altitude has dust, vapor and heat absorbing gases like carbon dioxide making the
climate at lower altitude warm. Higher altitude has thin air layer which absorbs less heat making it cooler.

CLIMATE
Is the overall atmospheric condition of a place or particular area for a period of 30 years or more.

CLIMATE CHANGE
Is a long term shifting of global weather pattern.

FACTORS AFFECTING CLIMATE CHANGE

OCEAN CURRENT
Ocean current affects the coastal regions greatly. Warm ocean current passing through a coastal area makes
the climate of that area warm and vice versa. The oceans are a major component of the climate system. They
cover about 71% of the Earth and absorb about twice as much of the sun's radiation as the atmosphere or the
land surface. Ocean currents move vast amounts of heat across the planet - roughly the same amount as the
atmosphere does. But the oceans are surrounded by land masses, so heat transport through the water is
through channels.

CLIMATE
Is the overall atmospheric condition of a place or particular area for a period of 30 years or more.

CLIMATE CHANGE
Is a long term shifting of global weather pattern.

FACTORS AFFECTING CLIMATE CHANGE

TOPOGRAPHY
The surface features of a land area. The amount of precipitation in a region is affected by mountain ranges in
that area. Leeward the side of the mountain that receives less amount of precipitation. Windward the side of
the mountain that receives most amount of precipitation.
 CLIMATE
Is the overall atmospheric condition of a place or particular area for a period of 30 years or more.

CLIMATE CHANGE
Is a long term shifting of global weather pattern.

FACTORS AFFECTING CLIMATE CHANGE

HUMAN ACTIVITIES
The Industrial Revolution in the 19th century saw the large-scale use of fossil fuels for industrial activities.
These industries created jobs and over the years, people moved from rural areas to the cities. This trend is
continuing even today. More and more land that was covered with vegetation has been cleared to make way
for houses. Natural resources are being used extensively for construction, industries, transport, and
consumption. Consumerism (our increasing want for material things) has increased by leaps and bounds,
creating mountains of waste. Also, our population has increased to an incredible extent.
All this has contributed to a rise in greenhouse gases in the atmosphere. Fossil fuels such as oil, coal and
natural gas supply most of the energy needed to run vehicles, generate electricity for industries, households,
etc. The energy sector is responsible for about ¾ of the carbon dioxide emissions, 1/5 of the methane
emissions and a large quantity of nitrous oxide. It also produces nitrogen oxides (NOx) and carbon monoxide
(CO) which are not greenhouse gases but do have an influence on the chemical cycles in the atmosphere that
produce or destroy greenhouse gases.

CLIMATE
Is the overall atmospheric condition of a place or particular area for a period of 30 years or more.

CLIMATE CHANGE
Is a long term shifting of global weather pattern.

FACTORS AFFECTING CLIMATE CHANGE

DISTANCE FROM SEA

Sea has a great influence on the climatic condition of a place. Places near sea has moderate climate due to
regular exchange of sea breeze and land breeze. Also, the places near sea receive more rainfall and has
oceanic climate.

CLIMATE
Is the overall atmospheric condition of a place or particular area for a period of 30 years or more.

CLIMATE CHANGE
Is a long term shifting of global weather pattern.

FACTORS AFFECTING CLIMATE CHANGE

LATITUDE
Latitudes are the imaginary horizontal lines on the surface of the earth. The more the latitude degree, cooler the
climate. According to this, equatorial regions are hotter than polar regions because sun rays fall vertically on lower
latitude but only slanted rays fall on higher latitude.
ELEVATION (HEIGHT FROM SEA LEVEL)
Normally, temperature changes by 1˙C in every 165 meters height. Temperature decreases when we ascend
higher and vice-versa. Lower altitude has dust, vapor and heat absorbing gases like carbon dioxide making the
climate at lower altitude warm. Higher altitude has thin air layer which absorbs less heat making it cooler.

OCEAN CURRENT
Ocean current affects the coastal regions greatly. Warm ocean current passing through a coastal area makes
the climate of that area warm and vice versa. The oceans are a major component of the climate system. They
cover about 71% of the Earth and absorb about twice as much of the sun's radiation as the atmosphere or the
land surface. Ocean currents move vast amounts of heat across the planet - roughly the same amount as the
atmosphere does. But the oceans are surrounded by land masses, so heat transport through the water is
through channels.
TOPOGRAPHY
The surface features of a land area. The amount of precipitation in a region is affected by mountain ranges in
that area. Leeward the side of the mountain that receives less amount of precipitation. Windward the side of
the mountain that receives most amount of precipitation.
 HUMAN ACTIVITIES
The Industrial Revolution in the 19th century saw the large-scale use of fossil fuels for industrial activities.
These industries created jobs and over the years, people moved from rural areas to the cities. This trend is
continuing even today. More and more land that was covered with vegetation has been cleared to make way
for houses. Natural resources are being used extensively for construction, industries, transport, and
consumption. Consumerism (our increasing want for material things) has increased by leaps and bounds,
creating mountains of waste. Also, our population has increased to an incredible extent.
All this has contributed to a rise in greenhouse gases in the atmosphere. Fossil fuels such as oil, coal and
natural gas supply most of the energy needed to run vehicles, generate electricity for industries, households,
etc. The energy sector is responsible for about ¾ of the carbon dioxide emissions, 1/5 of the methane
emissions and a large quantity of nitrous oxide. It also produces nitrogen oxides (NOx) and carbon monoxide
(CO) which are not greenhouse gases but do have an influence on the chemical cycles in the atmosphere that
produce or destroy greenhouse gases.
DISTANCE FROM SEA
Sea has a great influence on the climatic condition of a place. Places near sea has moderate climate due to
regular exchange of sea breeze and land breeze. Also, the places near sea receive more rainfall and has
oceanic climate.
 COERCIVE STYLE

The Coercive style of leadership was initially described by Daniel Goleman as postulated in his theory of Emotional
Intelligence.

While many leaders are aware of the need to exercise various leadership styles based on their circumstances; this style
is something that needs to be applied with much caution and restraint.

The Coercive Leaders always choose to use their hierarchy as the means to enforce or persuade people to get things
done. Doing this can be especially useful when the team is undergoing a tough time or the organization is under duress.
This style of leadership can also be precious in case of handling ineffective employees or pull through a seemingly
impossible situation. It is seen most commonly as the leadership style in high-risk situations such as a chemical plant, or
a nuclear reactor where, the orders need to be followed to their utmost precision, lest everyone else faces severe
consequences. This style has gradually found its way into Corporate America and is often frowned upon for being too
overbearing. However, every tool in a Leader's arsenal only makes them that much more capable of dealing with the
changing situations of a modern workforce.

When and where is it used?

The significant constraints to remember this style of leadership are that; it's efficient when there's a requirement for a
drastic change in the output requirements or a sudden situation that demands the explicit following of instructions. This
style of leadership leads to the maximum negative impact found in the team members, even more than that of pace-
setting leadership. The leader must also reflect calm and poise as to gauge the situation wisely and revert to a more
approachable style of leadership such as affiliative or coaching leadership once the crisis has subsided.

Another popular exercise followed by successful managers includes a post-crisis reward period where they acknowledge
that they had initially taken a tough stance and would now like to compensate for it through recognition. One caveat of
this approach is that employees might start seeing its motive as vile and cunning. In turn, the leader gets pegged as
someone who is trying to "mend fences" rather than act in the best interests of the group. A simple approach to avoid
this as a leader would be to start opting for non-monetary incentives that both show that the employee's contributions
are acknowledged as well as valued.

Some example of non-monetary incentives could be anything ranging from a coffee-mug to an award or only a top place
on the leaderboard. Human beings are psychologically wired to be receptive towards recognition and affirmation.
However, a gross misuse or overuse of this approach would very well provide to be counter-intuitive as employees start
losing trust with the leader and start looking down on them. Some successful leaders adopt a quick huddle or a
teambuilding session, where they explain with utmost sincerity and honesty about the reality of the situation and why
they are doing what they do.

Though this unpleasant news may receive mixed reactions initially, practicing candor is always a virtue in terms of
leadership. Even though this may hurt a few sentiments and pave the way for rude comments, mostly the team will
learn to accept the reality of the situation and think of their leader as someone "dependable" even in times of intense
workload.

Coercive leadership is explicitly evident when it's being implemented within a team. The style is often ruthless,
overwhelming, and domineering. As humans, we value our freedom and even coercion based on authority may leave us
feeling unpleasant and disgruntled. The employees start seeing their leader as unreasonable and demanding. Especially
things may quickly take a negative turn if the leader tends to get consumed by the effectiveness of immediate
compliance and continues to pursue this style of leadership, even if the extraneous circumstances do not warrant it.

Who is more suitable to work with Coercive leaders?

Unlike other affable styles of leadership, there are no "specific type" of people suitable to work with coercion, because
as humans, we are wired to bring a certain amount of novel thought process and passion into our job all of which are
thoroughly denied by this style. Even though there has been a gradual decline in the number of leaders who employ or
appreciate this style to produce results, there do exist such circumstances, which do not leave them any other option. In
the case of teams where collaboration isn't as often, and the consensus is rarely a concern, this lack of single goal can be
achieved by Coercive Leadership style. There can be a variety of factors that influence collaboration, such as a multi-
generational team with multiple perspectives, or a team with varied work styles that renders them unable to
communicate clearly with each other. In these kinds of groups, Coercive Leadership can quickly halt unproductive
expenditure of time and assign the tasks to whomsoever the leader deems the best fit.
It is also essential in organizations where there is a considerable risk when anyone collaborator acts autonomously, and
hence, the authority is welcomed along with the clarity that it provides. In environments where there's a lack of
transparency concerning shared responsibility and collaborators frequently trample each other's toes, Coercive
Leadership reinforces an environment where every contributor is painfully aware of what they ought and ought not to
do. Coercive leadership is most effective in situations where the employees are ineffective at producing results or are
directing their efforts toward the wrong kind of effect. This problem of gross inexperience or incompetence can be
gradually decreased by careful monitoring and overseeing their performance. A Coercive Leader never shirks from giving
constructive criticism which may prove valuable for those seeking a proper direction to re-orient their purpose.

Those teams that are more accustomed to working in a lackadaisical pace may also find it hard to quickly adapt to the
speed that a dire situation demands, and hence may benefit from Coercive Leadership style, as such employees more
often respond to coercion than friendly suggestions. However, since these kinds of leaders only tend to provide orders
and instructions, they employees may also start becoming hesitant towards taking up more constructive work, which is
in the long-term detrimental to both the team's and their progress.

They may also find their novelty, and their need for self-expression mercilessly suppressed and over-time becomes
completely shunted. Though this domineering style can cause a knee-jerk reaction when suddenly implemented, it is
beneficial for those teams that desperately need a firm nudge towards a direction that they have to progress.

Pros and cons of Coercive Leadership

The positives of using this style are the more considerable amount of control the leader gets to exercise over the
collaborators. The autonomy that is provided to drive a change though through conformity is nonetheless compelling,
especially in times of trouble.

Pros
 Provides a sense of control to the leader
 There's an effective increase in the short-term output of the team
 Little friction in deciding a course of action as the leader holds ultimate authority
 Prevents missteps in high-risk situations
Cons
 It is extremely demotivating
 It is toxic and extremely inflexible towards employee predicaments and situations
 Uses fear to motivate actions, which may result in employee attrition or defiance.
 Kills any scope for originality and novel ideas within the team

However, the flip side to this equation is the overall negative impact that this style has on the employees. The method is
inherently inflexible and offers little in terms of motivation or reward. This also turns collaborators from bringing any
sense of novelty into their responsibilities and transforms them into automatons, thereby absolving them from any
accountability as long as they adhere to the sequence of instructions as provided by the leader.
Difference between Coercive Leadership and other Goleman leadership styles
As Daniel Goleman asserted, these six seem to be the most common leadership styles that were demonstrated under
the managers he studied.
Pacesetting Leadership and Coercive Leadership
Pace-setting Leadership
Cares about the deadline
Prioritizes quality and execution
Impatient towards slow progress
Coercive Leadership
Cares about authority
Prioritizes compliance
Intolerant towards insubordination
Affiliative Leadership and Coercive Leadership
Affiliative Leadership
Cares about harmony
Bonding and connection-oriented
Helps form connections
Coercive Leadership
Cares about the outcome
Instruction oriented
Demands compliance
Visionary Leadership and Coercive Leadership
Visionary Leadership
Expects team to execute
Based on knowledge
Focus on execution
Coercive Leadership
Aims to help the team perform
Based on authority
Focused on hierarchy
Coaching Leadership and Coercive leadership
Coaching Leadership
Sets goals
Help see mistakes
Emphasis on new skills
Coercive Leadership
Demands compliance
Looks untoward shortcomings
Emphasis on hierarchy
Democratic Leadership and Coercive Leadership
Democratic Leadership
Arrives at a consensus
Collaboration and decision-oriented
Emphasis on common goals
Coercive Leadership
Makes decisions alone
Gives weight to orders
Emphasis on driving results
6 Characteristics of Coercive Leaders

Intolerant - A coercive leader rarely keen to listen to any excuses. If the assigned task has not bee followed through,
there is little room for justification on the employee's behalf. Either the results were produced, or they were not.

Practical - Since this leadership style revolves around improving the employee output, once the style has been
implemented, there's an apparent increase in productivity, and that helps short-term leverage results.

Fair - These leaders have standardized rules to be followed by every employee, and everyone one gets penalized
irrespective of to what extent they broke or "bent" the rules.

Stubborn - These Leaders are more often than not set in their ways and methods of approaching a task and only
demand a precise result as per their instructions. Any collaborator who wishes to pursue a novel or original idea will be
met with impregnable defiance.

Unconventional - Though they are set in their ways to achieve results, these leaders display a blatant disregard for the
traditional method of gauging people's strength and weaknesses. They can quickly recognize which person is most
suitable for a position and will deliver the fastest result.

Unpopular - Due to their aggressive management style, they may quickly lose any likeability with their employees and
may even be subjected to direct or indirect criticism

A simple example of how Coercive Leadership plays out

Communicate with authority
Help them understand how their current result is inadequate

Emphasize how not achieving them will have undesirable consequences

Hi, Pete, I think your designs can get much better. I want you to include more modern illustrations. (communicate with
authority)

I am entirely aware of how you only want the best designs for our site, but to be honest with you, after looking at our
website, even I would instead purchase from our competitor. (Help them understand how their current result is
inadequate)

I have come across a few tools that I have e-mailed to you. I hope you go through them and make the specified changes,
If not I might have to reconsider your recommendation for a promotion. (Re-emphasize how not achieving them will
have undesirable consequences)

How do I use the Coercive leadership style?

Though some employees may appreciate the clarity of having specific instructions about what to do every day, It comes
across as extremely intrusive for the rest. When this practice continues, it will not only get categorized as an impediment
but also starts causing friction to your employees' everyday workflow.

However, though there are apparent detrimental aspects to this style of leadership, it tends to shine the brightest in
times that require fast and immediate execution. The problematic part about this style is not the style in itself, but the
leaders who lose perspective while using it. As a modern leader, your employee morale and trust are the strongest
intrinsic motivators that tend to pay off big in the long-term. Though you may see a short spike in the performance when
they are coerced into compliance, it's detrimental and unwarranted for healthy team building. The managers who tend
to overestimate the scope of a problem may succumb to over-exaggeration and hence start abusing their team
members. If practiced with calculated and surgical precision, it is one of the most robust tool sets that can help a
modern manager, overcome even tough times!

Top Four Picks From Our I-O Psych Experts

1. Do you regularly receive constructive performance feedback from your manager?

2. Do you understand how your performance is measured?

3. Do you think your manager cares about you as a person?

4. Does your manager care about your development ?

Survey Questions About Manager Communication

5. Does management clearly communicate expectations?

6. Does your manager effectively communicate the information you need to understand?

7. Does management explain the reasons behind decisions made?

8. Do managers handle disagreements professionally?

9. Does your manager explain how the organization’s future plans affect you?

Survey Questions About Manager Trust and Respect

10. Does your manager create a trusting and open environment?

11. Does your manager treat everyone on the team fairly?

12. Is your manager responsive to your ideas, requests, and suggestions?

Survey Questions About Manager Effectiveness

13. Are you confident in the overall effectiveness of your immediate manager?

14. Does your manager have the expertise and ability to help you and your team succeed?

Survey Questions About Career Development

15. Do you and your manager discuss your career within this organization ?

Survey Questions About Work-Life Balance

16. Does your manager recognize the importance of your personal and family life?

Coercive Leadership Style Advantages, Disadvantages and Characteristics

Managers practicing coercive leadership take an authoritarian approach to the relationships they form with their direct
reports. The foundation of this leadership style is that the manager issues orders, then the direct reports are required to
follow them.

A coercive leader will examine a situation. Then they will tell workers what they need to do, how they need to do it, and
when the work needs to be done. These leaders expect immediate and absolute compliance at all times. Any order
issued should be followed without question.

If a direct report fails to complete a task as assigned or refuses to follow orders, consequences are often swift. Managers
using this leadership style often avoid rewards as well, fearing that it could make them seem weaker as a professional.

Here are the advantages and disadvantages of the coercive leadership style to consider.

List of the Advantages of Coercive Leadership

1. Coercive leaders know how to get jobs done quickly.

A coercive leader allows for zero excuses within the workplace. If you’re a direct report who has been given an order,
then you’re expected to follow through on the assignment. There is no room for the ifs, ands, or buts that other
leadership styles may allow for. You either get the job done or you don’t have a job the next day.

2. It creates an immediate boost in productivity.

Coercive leaders provide an outline or vision of the work that needs to be done. Then they expect their key employees
to get that work done without question. This process improves the efficiency of most teams once a coercive leader takes
over. The improved efficiency typically leads toward improved production as well. This is a good advantage for teams
that are underperforming and other options to improve their performance have already been tried.

3. This leadership style can improve workplace safety.

Some organizations go through a time of crisis because of inadequate leadership. Others go through problems because
there is a lack of rules, regulations, or procedures that keep workers safe. A coercive leader may be able to solve the first
problem, but they definitely solve the second. Although workers will feel less inclined to do work when they’re ordered
to do something, this leadership style does increase the safety awareness of the entire team by pointing out specific
weaknesses.

4. Coercive leaders eliminate insubordination.

Many teams have one employee who is consistently bending, if not breaking, the rules at work. They might show up for
work late or leave work early all the time. They might take a longer lunch break than they are allowed. A coercive leader
will not stand for this, and is not afraid to use force to gain compliance. The employee might be threatened with a dock
in pay, a loss of benefits, or even be removed from their position entirely.

5. It enforces the current rules to their current standards.

Coercive leaders are also well-read on the rules and regulations which govern their workplace. This allows the leader to
issue orders which allow for their team to complete work that meets or exceeds quality standards at all times. That
process includes internal rules, which means issues like discrimination or harassment tend to be less likely to happen
when a coercive leader is at the helm.

6. Coercive leaders put the best people in the best places.

A coercive leader looks at the strengths each person on their team is able to bring. Then they seek to place these
individuals into positions where they can be most effective. In this way, the coercive leader may discard traditions to
look for results instead. They’re more concerned about personal experience and skill than having a degree which hangs
up on the wall.

List of the Disadvantages of Coercive Leadership

1. Leaders will never become popular.

When using the coercive leadership style, a manager is closer to a military drill sergeant than they are to a managerial
roll. Most people do not respond well to such a relationship with their boss, even if the orders being given lead to team
success. Most people want to have some level of ownership and creativity within the work that they do. This leadership
style rarely allows for such a circumstance to occur.

2. It eliminates diversity and innovation.

There is only one opinion that matters when using the coercive leadership style, and that belongs to the person in
charge. People may even be disciplined if they attempt to bring an opinion to any situation, unless they were given
permission by the leader to do so in the first place. Although this provides firm control for the leader, it also limits their
perspective. Innovation, creativity, and new ideas are rare to find when a coercive leader does not allow for input.

3. There is a higher churn rate with coercive leaders.

For the average worker who reports to a coercive leader, the two most common adjectives they would use to describe
their job is that they are overworked and underpaid. A lot can be asked of workers when a coercive leader issues orders
demanding strict compliance. Workers who feel like they always get the worst jobs or the most work will usually be the
first ones to leave. People who don’t like commands in the workplace will soon follow. This leadership style may be able
to promote more productivity, but in terms of pure value, it may also cost the company more cash.

4. It may lead to employee retaliation.

Higher turnover rates are just one response that teams may have to a coercive leader. If a worker feels like the leader is
abusing their authority when interacting with them specifically, it may lead to a backlash threat where the worker
targets the leader in response. Because coercive leaders are also micromanagers, a response might range from sabotage
to physical confrontation.

5. Coercive leaders must be feared to be effective.

The coercive style of leadership only remains effective when the leader is able to carry out the threats of discipline they
issue. If there isn’t a way to carry out the threat as stated, then the leader undermines their own position. That will
cause their direct reports to stop taking the orders they’ve been given seriously, which then makes the workplace less
efficient and productive.

The advantages and disadvantages of coercive leadership reflect a leadership style which demands absolute compliance.
If you don’t agree, then your one option is to leave. This creates some benefits, but may come at a cost that is too high
for some organizations to pay.