Leadership style is a set of methods and techniques for solving problems arising in the management process.

Types of Leaders

Supervisor - Autocrat(autocratic management style):

Makes decisions himself. He is picky, cruel, controls himself, does not trust anyone, is often not tactful, does not like criticism, surrounds himself with conformists, narrow performers. Around him mediocrity and sycophants. Poor management of work within his competence.

Supervisor - Democrat(democratic management style).

Believes that work is a natural process, Creates an atmosphere of openness and trust. Methods of work: request, advice, recommendations. In the case of control, the emphasis is on the positive. Demanding, fair, benevolent, strict.

Supervisor - Liberal(liberal management style).

Liberal style means permissive. Doesn't lead a team. Passive, afraid to change the existing order, afraid of instructions "from above", seeks to shift responsibility to subordinates, prone to managerial work and theft. Methods of work: - begging, persuasion, lack of control, familiarity, formalism.

Leadership styles

In management theory, there are several styles of leadership. Leadership style is a set of methods of behavior of a leader in relation to subordinates.

Each manager, by virtue of his personality, has his own management style. However, despite this, it is possible, with a certain degree of approximation, to identify several typical leadership styles. In life, as a rule, these styles do not manifest themselves in their pure form, moreover, a manager can use one or another of their variants in different situations.

With an authoritarian style, the manager is committed to the formal nature of relationships with subordinates. He provides his employees with only a minimum of information, because he does not trust anyone. At the first favorable opportunity, he tries to get rid of strong workers and talented people who lack subservience. At the same time, in his opinion, the best employee is the one who knows how to understand the thoughts of the boss. In such an atmosphere, gossip, intrigue and denunciation flourish.

Individual employees owe a lot to the manager. However, such a management system does not contribute to the development of the independence of employees, since subordinates try to resolve all issues with management. None of the employees knows how their leader will react to certain events - he is unpredictable, he rushes from one extreme to another. People are afraid to give him bad news, and as a result, he lives in the naive belief that everything turned out the way he intended. Employees do not argue or ask questions, even if they see serious errors in the decision or behavior of the manager.

As a result, the activity of such a leader paralyzes the initiative of subordinates, hinders their work. He creates a negative environment around himself, which, among other things, threatens himself. Dissatisfied subordinates can deliberately misinform their leader at any time and, ultimately, simply let them down. In addition, intimidated workers are not only unreliable, but also do not work with full dedication of strength and ability, which naturally reduces production efficiency.

2. Democratic leadership style(from Greek demos - people and kratos - power). This style is based primarily on the initiative of the team, not the leader. The democratic leadership style is characterized primarily by collective activity, which ensures the active and equal participation of all employees in the discussion of the goals planned for implementation, the definition of tasks and the selection of performers to solve them. The leader tries to be as objective as possible to his subordinates, emphasizing his involvement in the opinion of the team.

Democratic leadership style involves interaction. In this case, the manager and the subordinate have a feeling of trust and mutual understanding. But the desire to listen to the opinion of his employees on a variety of issues is not explained by the fact that he himself does not understand something. The manager is convinced that when discussing problems, new additional ideas can always come up that will improve the process of implementing the solution. Such a leader does not consider it shameful for himself to compromise or even abandon the decision, if the logic of the subordinate is convincing. Where an authoritarian leader would act by order and pressure, a democratic manager tries to convince, prove the expediency of solving the problem, and show the benefits that employees can receive.

Knowing the business and the situation in the team well, he pays special attention to the final result of the work when exercising control. Thanks to this, conditions are created for the self-expression of subordinates, who develop independence. Such an environment, created by the democratic style of leadership, is educational in nature and allows you to achieve goals at low cost. In this case, the authority of the managerial position is reinforced by personal authority. Management takes place without brute pressure, taking into account the abilities of people, experience and respect for their dignity.

3. Liberal leadership style(from lat. Hberalis - free). This style suggests a tendency to excessive tolerance, condescension, undemanding, connivance.

This style of leadership is characterized by complete freedom of individual and collective decisions of employees, while at the same time minimal participation of the manager, who, in essence, withdraws from leadership functions. Usually, this role is played by people who are not competent enough, not confident in the strength of their official position. The liberal manager usually takes any drastic action only on the instructions of higher management and seeks to evade responsibility for the unsatisfactory results obtained.

In an organization in which such a manager works, important issues are often resolved simply without his participation, so familiarity will most likely reign in a team headed by this manager. In an effort to acquire and strengthen authority, he is able to provide subordinates with various kinds of benefits, pay undeserved bonuses. The leader rarely comments on the actions of subordinates and does not try to analyze and regulate the course of events. In relations with subordinates, the liberal is correct and polite, responds positively to criticism, is undemanding to employees and does not like to control their work.

Such a leader cannot refuse an employee without feeling guilty. He cares most about what his employees think of him, and he does his best to please them. Liberals are unprincipled, they can, under the influence of different people and circumstances, change their decision on the same issue. Such a leader can even do the work himself for a negligent subordinate, because he does not like and does not want to fire bad workers. The main thing for him is maintaining good relations with subordinates, and not the result of work.

A semblance of a family atmosphere is created in which everyone is friends and feels relaxed. Psychological comfort envelops the workers and relegates the matter to the background. As long as everything is calm, the team will probably function properly. But as soon as a crisis situation arises, in which energetic, friendly actions of the whole team are required, good personal relationships will disappear. There was simply no business relationship. There is a good rule: at work, there can be no friendly, familiar relations between the manager and employees.

Planning, forecasting, design as types of management activities

Planning is a management function.

Planning is systematic preparation of decision-making about goals, means and actions.

Planning - definition of the goal and ways to achieve it on certain period work.

Planning tasks:

1. Determination of the resource base (where and in what state is the organization currently located).

2. Determination of the direction of activity (mission, super task).

3. Determining which ways we will go to achieve the goal, with the help of which (forms, methods, means).

The main task of planning- determination of measures to further improve the efficiency of the cultural enterprise.

The CM plan should determine the main goals and specific targets, indicators in all areas of activity. The plan should become a concrete expression of the adopted management decisions.

The value of planning.

Planning is one of the functions of management, acting as the main means of using economic laws in the process of managing; systematic preparation of decision-making about goals, means and actions in the expected conditions.

Planning becomes practically the only condition that introduces a certain stability in the implementation of the production and economic activities of a cultural institution.

Design- this is a specific technology, which is a constructive, creative activity, the essence of which is to analyze problems and identify the causes of their occurrence, develop goals and objectives that characterize the desired state of the object, develop ways and means to achieve the goals. The project in this case is a means of preserving or recreating socio-cultural phenomena that correspond to established norms.

Design e - this is a procedure for planning, distributing and regulating the resources involved in the project (labor, material, etc.), taking into account all the restrictions of this project (technical, budgetary and time).

The project can be defined as a sequence of interrelated operations aimed at achieving a specific significant result and their implementation takes a long time.

Forecasting is a process scientific foresight.

It includes:

1) The state of the organization.

2) In what direction are we moving, the tasks that we will solve to achieve.

3) What can interfere with the implementation of the tasks.

4) What resources (main or additional) were required to solve these problems.

Forecast- this is a scientifically based judgment about the future and ways to achieve it.

Forecasting- this is a method of predicting possible directions for the development of an organization, institution.

Forecasting happens : long-term (over 5 years; sometimes up to 15-20 years), medium-term (from one to 5 years), short-term (usually for a year). Its accuracy is only probabilistic.

The following main tasks are solved in the forecasting process:

1. Setting development goals.

2. Definition of rational ways and means of achievement.

3. Calculation of the necessary resources.

Types of forecasts. Forecasts are classified according to the following criteria:

1. By appointment:

Scientific and technical;

Socio-economic;

Demographic;

Political.

2. By the scale of actions:

International forecasts;

National forecasts;

Intersectoral forecasts;

Industry forecasts;

Forecasts of independent economic units (firms, etc.).

3. By forecasting period:

Operational forecasts (up to 6 months);

Short-term (up to 2 years);

Medium-term (up to 5 years);

Long-term (over 5 years).

Planning principles

Planning should follow the following principles (rules):

- flexibility, providing for constant adaptation to changes in the operating environment of the enterprise. Its change requires adjusting the plan for various changes in the external and internal environment;

- continuity, assuming a rolling nature of planning, primarily in terms of systematic revision of plans, "shifting" the planning period (for example, after the end of the reporting month, quarter, year);

- communication, which refers to the coordination and integration of efforts. Everything must be interconnected and interdependent;

- participation, suggesting the importance of involving in it all possible participants in the process of functioning of a cultural institution;

- adequacy, those. reflection of real problems and self-assessment in the planning process;

- complexity, as an interconnection and reflection in terms of all areas of the financial and economic activities of the enterprise;

- multivariance, allowing to choose the best of the alternative possibilities to achieve the set goal;

- iteration- provides for the repeated linking of already drawn up sections of the plan (iteration). This determines the creative nature of the planning process itself.

- the principle of unity - predetermines the systemic nature of planning, which means the existence of a set of structural elements of the planning object that are interconnected and subordinate to a single direction of their development, oriented towards common goals. A single direction of planned activity, a commonality of goals for all elements of the enterprise become possible within the framework of the vertical unity of departments, their integration.

When developing plans, it is necessary to use such planning principles as:

1) Timeliness

2) Validity

3) Purposefulness

4) Informativeness

5) Rationality

6) Complexity (organizational, technical, personnel aspects)

Planning Sources

When planning their future activities, cultural institutions should take into account some social aspects, namely:

Requests, interests and needs of the population;

Educational and cultural level of the population living in the zone of cultural services;

Free time of potential visitors;

The real possibilities of the cultural institution itself;

Various trends in the development of cultural institutions and its role in the system of cultural and leisure activities.

Obviously, these tasks will help to collect, analyze and process various sources of planning, which include:

different kind research(free time budget, education, range of interests, needs, etc.);

- financial plan cultural institutions for the coming year (estimated income and expenses);

- analysis of the company's activities crops for the past year;

- social and creative orders, emanating from public organizations, enterprises and firms located in the zone of cultural service of cultural institutions, municipal governments, veterans and youth organizations, etc.;

- holidays and significant dates in the life of the country, region, city, district of an individual labor collective, etc.;

- federal and regional cultural programs;

- work plans of departments, club formations of the cultural institution itself and other sources.

Planning Methods

In the field of culture, several groups of planning methods have developed:

1. Analytical planning

The method of analytical planning involves an analysis of the content and results of the activities of a cultural institution in the previous period. The analytical method involves the study of the labor process, the study of factors affecting labor costs, the calculation of time to complete work, the development of measures to create conditions for more efficient activities of workers and cultural institutions

2. Regulatory Planning

The normative planning method consists in substantiating planned indicators using norms (financial, material, labor, etc.) and standards (as a set of services and goods produced or consumed per unit of consumer, financing, area, equipment, etc.)

Normative planning presupposes a system of quantitative indicators, labor rationing: time norms, output norms, service norms, controllability norms, production resource consumption norms, financial resources norms, etc.

3. Balance planning methods.

These methods are an important part of substantiating the reality of the implementation of the plan and bringing in line (balance) the available resources and costs. To solve this problem, three main types of balances are used: material (natural), financial (value), and labor.

- Labor balance helps to identify and plan the degree of provision of cultural institutions with qualified personnel capable of implementing the plans of the enterprise.

- material balance helps to compare the planned amount of work and the possibility of its implementation with the help of available material resources.

- Financial balance allows you to compare the income and expenses of a cultural institution. In the event of a discrepancy between income and expenses, they are adjusted: either they reduce the amount of expenses, or they plan to receive income in order to cover the missing financial resources.

Types of plans. Types of plans in cultural institutions

There are many types of work plans.

Types of plans created in general at enterprises, organizations and institutions, regardless of their industry affiliation.

They may vary:

It could be:

Financial plan (compiled by departments implementing financial functions);

Economic activity plan (department of economic functions);

Professional development plan (by the personnel department);

Thematic plan (by departments organizing events dedicated to a particular topic, event);

Comprehensive plan, program (the general plan of the organization, which includes the plans of all its divisions).

2. By the level of making a planned decision

federal plans;

Republican;

Regional and regional;

City and regional;

Plans of institutions and organizations;

Individual plans.

3. According to the degree of directiveness:

a) forecast plans(expressing indicative ideas about the planned period). These plans represent the identification of the most probable trends in the development of the sphere of culture, organization, etc., are a theoretical prerequisite for the adoption of specific planning decisions of a directive and recommendatory nature;

b) advisory plans(as a rule, contain installation recommendations). The indicators of recommendatory plans are of a control nature, since the minimum values ​​of certain indicators are usually recommended for inclusion in the plan. And this means that it is impossible to have indicators below the target figures (thus, the higher body plans the amount of work for the cultural institution).

c) directive plans.

Are subject to mandatory implementation. They contain a clear definition of tasks in numerical terms and deadlines for their implementation. Allocations of funds from the state budget, contractual obligations, tasks related to construction, and other tasks related to the use of material, cost and labor resources of the activities of cultural institutions are planned in a directive way. The indicators of recommendatory plans are of a control nature (the minimum values ​​of such indicators are usually indicated). This means that the company in its activities must build its work in such a way as to ensure the achievement of indicators not lower than the control ones. Thus, the volumes of cultural and leisure activities are usually planned.

4. according to the terms for which the plans are designed:

Perspective (mid-term and long-term);

Current (short-term and operational) and calendar plans.

5. A business plan is used as a program for the implementation of a specific project,which is a necessary set of documents, facts, information analysis, market assessment - collected in a single document, which makes it possible, if approved and supported, to receive a loan, and therefore - initial capital for the development of a company, program or one-time event.

Long term plans- are developed for a period of 3 to 5 years or more. In the field of culture, such plans are usually developed at the federal and regional levels. In such plans, the most general indicators are indicated. Long-term planning is carried out on the basis of strategic planning.

Strategic planning - vision of the enterprise in the future, its place and role in the economy and socio-economic structure of the country, region.

Medium term planning covers a period of 1 to 3 years and is more detailed.

For short term plans include plans developed for up to 1 year inclusive, as well as operational plans for the quarter, month, week. Short-term plans are also called current work plans.

to operational plans include plans developed for a decade, week, day and individual plans.

We list examples of the names of plans drawn up in cultural institutions:

1. Work plan of the cultural institution for the year.

2. The work plan of the cultural institution for the 1st or 2nd half of the year (these plans are usually drawn up in large cultural institutions, or at the insistence of the founder).

3. Work plan of the cultural institution for the quarter.

4. Work plan of the cultural institution for the calendar month.

5. Work plan of a department or subdivision of a cultural institution.

6. The work plan of the club formation (circle, team, studio, amateur association or club of interest.

7. Work plan of a cultural institution for a week, a decade (for example, Days of Culture, Music Week for Children and Youth, Book Week for Children and Youth, Science and Technology Week for Children and Youth, etc.).

8. Work plan of the cultural institution for the period of political or economic campaigns.

9. Plan for the preparation of a single event.

10. Plan for a single event.

Managing people is not at all as simple a matter as everyone used to think. First of all, this is a colossal responsibility not only for employees, but also for the organization as a whole. It does not matter the scale of the enterprise or the number of employees, because management is a whole science. Every company has a leader. The types of leaders and the management styles they choose have a direct impact on the development of the organization, as well as on relationships with subordinates.

The manager of the company bears great responsibility for the decisions he makes. Novice leaders often stumble because they do not yet understand what exactly they need to do. Experience comes with time, and with it new questions of management. Leadership style is a fundamental concept in this science. Only the right choice and its successful implementation will help the manager to direct all the talents of employees in the right direction, which will lead to excellent results.

Ideal manager

The manager who manages the company must understand the essence of all ongoing processes, as well as know the structure of departments and divisions. Naturally, the leader does not have to be well versed in the work of each employee. Sometimes this is simply not possible due to the size of the organization.

As already noted, types of leaders and leadership styles are very important concepts in management science. It is necessary to make sure that employees feel comfortable working in the company, then they will try their best. And the effectiveness of the staff is expressed in labor productivity. The formula is simple: the higher job satisfaction, the better the result.

To be successful, a leader must have the following qualities:

• The desire and ability to regularly engage in the interests of customers, improve the company's status in the market, and tirelessly act in this direction.
• Be a good organizer. This means that the manager must be able to properly coordinate subordinates, organize their work, take care of the timely payment of wages, etc.
• Be entrepreneurial and creative. The leader must see several steps ahead and make non-standard decisions. Sometimes it's worth taking risks for the sake of results.
• Have a strong, stable character. It is necessary that employees feel protected in any period of development of the enterprise. During a crisis, it is the manager who needs to reassure people and assure them that they will cope with any difficulties together.

The Importance of Leadership Style

The fact is that not a single manager in the world possesses all of the above qualities. But the bottom line is different: every manager makes certain mistakes, here are the main ones:

• incorrectly chosen management style;
• incorrect positioning as a leader;
• inattention to the psychological characteristics of workers.

In fact, the other two follow from the first problem. The types of power of the leader are divided into three well-known types: authoritarian, democratic and liberal. If the manager made the wrong choice towards one of them, then the following consequences are inevitable:

• Incorrect distribution of responsibilities.
• The manager considers his employees to be insufficiently experienced and does most of the work on his own, which does not give him the opportunity to control the process from the outside.
• The manager overloads the staff with tasks, as a result of which the employees do the work of poor quality in order to meet the deadlines.
• Subjective attitude towards employees. Unfortunately, this fact cannot be disputed. Each manager treats an employee based on a personal system of likes and dislikes, which in some situations can have a negative impact.

Management styles are determined by the personal qualities of the manager. Types of behavior of leaders will be discussed below.

A manager who cares about production, but is dismissive of the staff

Classifications of types of managers exist great amount. If we summarize them, we can distinguish five main ones. The types of power of the leader are characterized by individual abilities. The manager of the first group has a pedantic character. He knows how to achieve success, and directs all his strength and efforts to this.

Subordinates in such an organization do not have the right to vote, all decisions are made personally by the manager. It requires blind obedience for the sake of productivity. The staff is constantly being checked to find mistakes and then punish them for it. Considering the types of relations "leader - subordinate", in this case, we can draw an analogy: "guard - prisoner".

Managers of this type help the organization in a crisis situation, when it is necessary to improve production. Also, this method of management is quite effective in the short term. If repression continues for a long time, an unfavorable situation arises in the team, anger and unwillingness to work grow.

The promotion of such managers takes place at an average pace. However, in most cases, they succeed and get to higher positions.

Manager attentive to staff and indifferent to production

In this case, the manager creates a favorable atmosphere in the team, tries with all his might to please the employees, whom he chose on the basis of sympathy. He will always support the employee, help with advice and listen. Quite generous with all sorts of bonuses, he tries to immediately smooth out any misunderstandings with the help of a positive mood. However, this method is not always correct.

Considering the types of leaders, their relationship to subordinates, it should be noted that in such an organization they are friendly. The manager always listens to the opinion of the employees and in all situations makes a decision that will satisfy everyone. Despite the presence of his position, he is in no hurry to defend it. He is heavy on his feet, does not want to change anything on his own until others tell him.

In most cases, in such a situation, employees stop working hard, try to create the most comfortable conditions for themselves, because management allows this. Types of leaders, as already noted, can be varied, this one is the softest. Promotion is weak, promotion occurs only with the loyal attitude of the highest authorities.

Absolutely indifferent manager

The types of behavior of leaders depend on their character. In this case, the ability of the manager does not manifest itself in any way. He is indifferent, does not interfere anywhere, takes a neutral position in disputes, tries to avoid conflicts. This is the type of people who wait for everything to be decided by itself. Not inclined to perform any actions and deeds, unless there is an indication from above. Although most often he simply hands over the execution to his deputies, and he himself again finds himself on the sidelines.

He treats the selection of employees in bad faith, hires everyone in a row and practically does not control their performance. Characteristics of types of leaders involves a description of their personal qualities. This type of manager simply tries to "survive" in the organization for as long as possible. Most often, these are people who are working towards retirement or who are disillusioned with their work.

The promotion of such managers is extremely bad. Usually they are ballast for the company. If the top management is quite attentive, such leaders do not stay at the enterprise for a long time.

"Intermediate" manager

This leader is distinguished by attentiveness to all details. He is neither scandalous nor inert. Inclined to solve problems by bringing to a compromise. Strives not to stand out from the general picture, but tries to make a good impression. Stabilization of all processes in the organization and avoidance of extremes is the "intermediate leader". The types of leaders and the styles chosen have a significant impact on the company. The position of compliance with existing rules and smoothing out conflicts is welcomed among the employees of the enterprise.

People are selected on the basis of compliance with the rest of the staff. During work, he does not look for errors, but gives advice and helps. A beginner will easily get used to such a company, because the manager will always point you in the right direction, explain incomprehensible moments.

Personality types of the leader are of great importance for creating a comfortable environment in the team. This type of manager tends to listen to the opinion of employees and make decisions based on the best offer. He may sacrifice his principles for the common good.

Communication with the head takes place tête-à-tête. He does not like to communicate with the crowd, it is easier for him to talk to each person and hear all points of view separately. The conversation usually takes place in an informal setting, there is no pressure. Such a leader is promoted well in view of his views.

A manager who brings priorities together

This is a kind of collective image of the best qualities of the first and second types. The types of behavior of managers differ from each other in their attitude to the choice of employees. Such a manager is very attentive in this regard. He selects employees personally or entrusts the case to a trusted person. He needs a team of professionals with strategic thinking.

He helps them open up, supports them in their endeavors. It comes to such an extent that the staff sincerely wants to achieve the intended goals and works tirelessly. Employees develop communication among themselves, and by helping each other, they improve their professional level.

This type of manager is energetic and knows what he wants. Slowly but surely, he is moving towards his goal - the fulfillment of the strategic objectives of the organization. He strives for harmony in the team and the absence of conflicts. Quite creative, constantly looking for new ways and ways to solve problems.

What types of leaders are the best? This question is impossible to answer. Every company needs a manager with a certain character and individual abilities. Somewhere we need an emphasis on labor productivity, somewhere we lack simple human relations.

Types of organization leaders

There is a very interesting classification proposed by the famous scientist D. Keirsey. It is based on psychological qualities and is characterized by the mention of ancient Greek names:

1. Etimemetheus. Not distinguished by a sharp mind, in Greek mythology he is the brother of Prometheus. Such a leader has a conservative character, takes into account all the details and details. He does not like to take risks, does not want to change anything. Usually has a competent deputy subordinate.
2. Dionysus. A manager of this type is distinguished by the ability to make decisions in difficult situations. Performs well in times of crisis. However, monotonous routine work is not his element. Success is achieved only if there is a deputy who understands planning and precise activities.
3. Prometheus. This manager focuses on strategic objectives. Completely immersed in work, does not like to be distracted by unnecessary conversations. He communicates with staff and deputies extremely rarely, only when necessary. He does not like and does not know how to relax, he works 24/7. He can achieve success if he learns to support people and help them.
4. Apollo. Such a leader is aimed at individual communication with each employee. He tries to solve all personal and organizational problems that have arisen. Sometimes he takes on too much and does not have time to do it on time. He needs an assistant who will tell you how to properly share responsibility for everyone.

Passive managers

According to the focus on certain actions, experts distinguish between passive and active leaders. The first type includes those who wish to maintain their position in the company at any cost. They are ready to commit low deeds, act according to a pattern and are weak specialists.

The head of the company is the face of the company. Types of leaders, according to Western experts, who are passive:

1. Specialists. These are people who can be called professionals in their field, quite peaceful, able to hear other people. But they are immersed in the work and do not devote time to leadership as such.
2. Masters. Such managers try to keep their position by creating the most unfavorable atmosphere. That is, total control over subordinates, requirements to follow orders unquestioningly, rejection of any innovations, work clearly according to the scheme.
3. Company people. These leaders speak in general terms and do not take specific actions. By creating the illusion of eternal employment, they try to keep the position.

Active managers

Managers of the initiative type are constantly challenging themselves, striving to expand the scope of their activities, improve the production process. There are the following types of leaders and subordinates:

1. Jungle Fighters. These are people striving to gain unlimited power, to "take over the world." They destroy competitors, while using their employees.
2. Players. Such leaders are reckless, they are interested in the process of moving up the career ladder, and not in the power gained from it. They tend to make momentary decisions, like to compete with other companies. Develop innovations and implement them to stay ahead of their enemies. For the most part, they harm organizations, since everything can change at any second.
3. open managers. As a rule, these are experienced specialists who see the real state of affairs. They listen to advice, reckon with criticism, and encourage new ideas. They instill trust and respect in the staff.

In any company, the most important issues are the management. The types of leaders and their influence on the workflow determines the success of the organization in many ways. What management style will the manager choose? Will he be able to achieve strategic goals? The existence of the company and its position in the market depend on it.

Authoritarian leadership style

It is historically the first and the most common so far. This style is considered by many to be universal. Its essence lies in the fact that the head issues orders and orders to employees without any explanation. In turn, workers perform actions without asking too many questions.

The relationship between such a manager and staff is formal, a certain distance is maintained. Regardless of the personality type of the manager, he will apply rigor and steadfastness in his decisions.

Types of leaders and management are interconnected. Only a strong charismatic personality can use the authoritarian style in his organization. Subordinates do what the manager says, thereby increasing his personal power. In some situations, workers simply have no choice, they are required to follow the orders of management. The simplest example is military service.

The worker usually feels disgusted with the duties he performs, he wants the day to end quickly so that he can go home. He tries to avoid work because of his unwillingness. Therefore, the leader has to force him to act in various ways.

Democratic management style

This view is the opposite of authoritarian. Here there is a division of initiative, responsibility and authority between the leader and the subordinate. The manager is always inside the team. When making a decision, he is based on the opinion of the staff.

The atmosphere with this style of management is almost always benevolent. People are ready to help each other and their leader. Communication takes the form of requests and advice. Only in exceptional cases can a leader express his thoughts in an orderly tone. Employees in the organization are not afraid of the manager, but respect him. And there is a big difference in this. Relationships based on respect are much stronger than any other.

The main functions of the leader are coordination and easy control over the actions of subordinates. You need to interest them, and then they will responsibly perform their work.

At any time, an employee, regardless of his position, can approach the manager and offer his idea on a particular problem. The initiative is welcome, and if the idea is really good, then it will definitely be used. The management has no secrets from the staff, the actual state of affairs is constantly discussed. This has a positive effect on the performance of production tasks. In addition, in such a company, access to information is almost always open.

The types of leadership styles are quite diverse. The use of democracy in management is relevant if subordinates are well versed in the work that needs to be done. And also they can bring new ideas and options for solving the problem, which will be used in the future.

Liberal leadership style

Here the passivity of the manager comes to the fore. That is, he does not take an active part in the life of the company, prefers to stay away. As you know, the main person in any organization is the leader. Types of leaders and management style are important aspects in the development of an enterprise. With this style, workers are left to themselves, by and large they do what they want.

The system of punishments and rewards is completely absent. In such a situation, the manager is advised to focus on improving human relations with his subordinates, and not on the organizational factor. If a good relationship develops between the administration of the enterprise and the staff, labor productivity will increase by itself.

With this style, delegation of authority is of particular importance. The main types of leaders, regardless of character traits, tend to delegate their duties to performers. In this case, decisions are actually made by the workers themselves. They should only coordinate them with the manager. The success of an enterprise with a liberal management style depends on the personal interest and competence of employees.

Drawing a conclusion, it can be noted that the role of a manager here is similar to the role of a consultant or appraiser. This style can be effective, but the organization must employ highly qualified employees who will receive internal satisfaction from the work performed. In this case, the system of punishment and encouragement does not play a role.

“A wise chef is a gift of fate,” the Japanese workaholics are convinced. “A good boss is a favorite job,” the pedantic Germans echo them. Yes, and in our country, where “work is not a wolf ...”, we have long understood that a lot depends on the boss ... However, according to statistics, only 10% of subordinates, employees of large companies, are really satisfied with their management. The rest have to get used to, "cut", to please the "beloved" boss, or ... write a letter of resignation. And while, basically, the chiefs are not yet “elected” among us, ubiquitous psychologists come to the aid of the dissatisfied “lower classes”. Having examined the “tops” far and wide for coexistence with the team, they identified several varieties of bosses so that the main staff of a joint-stock company, LLC or state of emergency could accurately determine what kind of fruit their boss really is and how to deal with him ... that is, coexist peacefully. So...

TYPE I - DESPOT. Authoritarian, rigid, exaggeratedly strict. Requires total submission and "iron" discipline. Before entering his office, subordinates either cross themselves or drink a “bubble” of valerian in one gulp. Somewhere under the windows, an ambulance is constantly on duty. The “despot”, as a rule, is not shy in expressions, and if he is pissed off, which happens 30 times a day, or yells like a Jericho trumpet, or dirty “swears”, thereby driving the entire staff of the company into a stupor from 1- th to N-th floor. Such a boss is happy to comment on the misbehaving subordinates at a large meeting, sarcastically and lets go of malicious remarks. Earning praise from the Despot is like receiving an award from the hands of Alfred Nobel himself. Nevertheless, this type of chief occupies his chair longer than all his predecessors - even high-ranking officials do not dare to fight his “cute pranks” ...

HOW TO BE AND WHAT TO DO? This type of boss is categorically not suitable for "refined" intellectuals, for whom raising the boss's voice by half a tone is tantamount to a death sentence. For others, there are two possibilities of cooperation with the “Despot” - either learn to perform their functions properly, without causing claims on his part, or learn to abstract: receiving another “doping” from the boss, enter nirvana, mentally repeating: “Om-m-m ... ”, or, concentrating on the laces of your own shoes and thinking about your own, periodically nod, they say, yes, yes, I understand ... In 4-5 minutes, the boss will blow off steam and, perhaps, will not even reprimand you.

TYPE II - PATRIARCH. He firmly believes that he knows better than others what is good for the company. From subordinates he expects approval and acceptance of all his ideas. Creates the illusion of democratic governance by listening to the opinions of employees, however, almost always acts in his own way. He likes to talk and can spend hours “loading” a clerk who came into his office, who just had to “wave” the papers. The “patriarch” usually does not give subordinates a reason to discuss their personal lives: he works hard on the image of the leader “without flaws”, does not smoke, does not abuse alcohol, and is usually not seen in anything discrediting. Despite some tediousness, such a boss usually enjoys respect in the team, he is valued for his competence and concern for his subordinates. As a rule, he is aware of the problems of his employees and takes part in their solution.

HOW TO BE AND WHAT TO DO? This is the most "convenient" boss in many respects, with whom it is easy to get in touch. “Patriarch” loves when people come to him for advice, appeal to his work experience and professionalism. 2-3 many hours of “listening” to the boss’s monologues (just don’t try to yawn or look at your watch!) With an interested expression on your face - and you are already in his close circle. You can boldly express your thoughts and express brilliant ideas, just do not expect too much that they will come true. The “Patriarch” has already prepared 10 counter-proposals for one of your proposals. And therefore, it is best to put up with the role of an obedient student, always ready to discuss everything with the boss - from the global problems of our time to a broken car.

TYPE III - SINGLE WRESTLER. Only “special service agents” and higher bosses are able to meet personally with this type of leader. The slogan “No pasaran!” - the creed of the "Single Wrestler". His office is his fortress, and it is possible to penetrate there by overcoming the evil, “trained” secretary. The personal mobile phone of such a boss determines all incoming calls, and it is just as problematic to get through the office phone as it is to set a “confrontation”. The boss hates being disturbed over trifles and violated the “living space” of his office. The boss issues instructions and orders in the form of written orders, calling him “on the carpet” and arranging collective meetings only in emergency cases.

HOW TO BE AND WHAT TO DO? The easiest way is to function as usual and not “twitch” about the fact that the boss is temporarily unavailable. If you really need something from your boss, you should know that explanatory or requests transmitted through the secretary and drawn up on paper work most effectively. The “lone wrestler” does not miss a single written appeal and, most likely, will answer your epistolary delights, and much faster than you will achieve an audience with him.

TYPE IV - THE IRON LADY. Margaret Thatcher local spill plus Madeleine Albright - two in one. Such a boss costs 10 male bosses. The "Iron Lady" is cold, self-confident and assertive. He is fluent in the art of intrigue and intrigue. Calling to his office “one at a time”, he tries to get as much information about all his subordinates as possible. Skillfully puts pressure on the psyche, building a whole “intelligence network”, thereby encouraging ugly “squealing”. “Boss in a skirt” discussions are not accepted as inefficient, time-consuming activities. At meetings, he can cut off the speaker in mid-sentence, authoritatively taking “the whole complexity of making a decision” upon himself. From employees expects a clear performance of official duties and absolute subordination. She parted with those who did not justify her hopes without trial or investigation.

HOW TO BE AND WHAT TO DO? There is only one right approach to such a boss - your professionalism and ability to insist on your own. If you are firmly convinced that you, too, are not “bastard”. Always talk to her boldly and openly object if she is wrong. But if a subordinate experiences “universal horror” in front of his boss, turns pale, blushes and stutters, the “Iron Lady” will try to “finish off” such an employee at the first opportunity, reprimanding him severely or asking him “of his own free will”.

TYPE V - BIG SISTER.“Female Leadership Style” is about her. Such a boss loves discussions and teamwork, gathers a “mighty bunch” of like-minded people around her. Expects absolute dedication from subordinates. From business meetings, he tries to extract the maximum of useful ideas and thoughts and generates them, relying on his instinct. She is usually sharp on the tongue and can easily “screw up” a bad employee. Sometimes she herself also gets into a mess, guided by female logic. But the “Big Sister” is unforgiving and quick-witted. In the team, he is respected by both men and women, easily discussing with the former sports failures of his favorite football team and new cosmetics with the latter. However, despite his loyalty, he does not forgive serious misconduct.

HOW TO BE AND WHAT TO DO? Usually there are no big problems with such a boss. She skillfully smoothes sharp corners herself and is not a source of conflict. But as soon as you give her a reason to doubt your professionalism, total control will be established over your work. The best approach to the “Big Sister” is not to go out of your way, a callus of the eye, but to perform your functions responsibly and on time.

TYPE VI - AMATEUR. If such a leader intended to take his seat on the basis of a general competition, he would be in first place in the list of “flying”. But "Amateur" became the boss only thanks to good connections and "high" patronage. Therefore, the weaknesses of the boss and his incompetent decisions immediately become public knowledge. Having acquired the reins of government, the "Amateur" tries with all his might to hide who he is and surrounds himself with an "aura of severity" and efficiency. However, in parallel with the boss, shadow leaders quickly begin to act, around whom a circle of “revolutionaries” is formed, ready to overthrow the “Amateur”. However, this boss is not “barely born” and does not miss the opportunity to rise in the eyes of his subordinates at the expense of more competent employees. In addition, by the power of its power, “Amateur” quietly removes the rebels and constantly reshuffles personnel.

HOW TO BE AND WHAT TO DO? Cooperation with “Amateur” is not a job for the faint of heart. Today he lavishes compliments on you, and tomorrow he will put you out if he considers that against your background he looks like a complete idiot. This boss is unpredictable, and therefore dangerous. But if you manage to prove to the team that you will cope with the duties of the boss much better than he does, there is a chance to make a career leap and “overthrow” an incompetent boss who can destroy even the most profitable and well-functioning enterprise.

P.S. In addition to the main types of bosses listed above, there is another rare subspecies listed in the Red Book - the ideal boss, who has not yet met any of the living subordinates.

The art of managing people. It is pleasant for everyone to work with obligatory colleagues, conscientious subordinates, objective leaders. But not all and not always are...

Team management style - this is an integral characteristic of individual characteristics and the ability of a person to lead, as well as the methods and means of managerial activity most often used by her, which systemically characterize her abilities and features of solving managerial problems.

In style - this very capacious characteristic of the leader's personality - the advantages and disadvantages, its strengths and weaknesses are reflected.

In the literature on the theory and practice of team management, we find a very wide range of styles of a modern leader: authoritarian, collegial, planned, emergency, liberal, regulatory, perestroika, conservative, diplomatic, documentary, leadership, administrative.

Main feature effective leadership - flexibility. Depending on the specifics of the situation, the leader must skillfully use the advantages of a particular leadership style and neutralize its weaknesses.

About modern(dialectical) style team management is evidenced by the following managerial skills that characterize his ability to think dialectically and creatively: 1. Think broadly, on a large scale, systematically and comprehensively, simultaneously seeing the development of his organization for a long term, not missing momentary affairs and tasks. 2. Be democratic and collegial, encouraging the creative initiative of your subordinates, but at the same time authoritarian with demagogues and loafers. 3. To be ready for risk, which is based on a balanced analysis of the emerging problem, able not only to rely on intuition and practical experience, but also on a mature scientifically based calculation. 4. To be kind and delicate, but not kind, large-scale in terms of people's social needs, but at the same time demanding when it comes to the quality of work and labor discipline in the team. 5. In solving newly emerging problems, rely on a scientific approach, best practices, know and study not only the causes of success, but carefully analyze the causes of defeats. 6. Skillfully and competently apply the following management principles in their daily activities:

Management principles. Instruction principle. It is preferable to manage with the help of rules and instructions, rather than orders and orders. proximity principle. Issues should be resolved as close as possible to the level at which they arose. The principle of efficiency. The leader must respond quickly to what is happening so that subordinates constantly feel how their actions are evaluated by the leader The principle of education. The leader must constantly educate his subordinates - in word and deed. Delegation principle. Delegation of authority is productive only when managerial responsibility remains with the leader. The principle of patience. In relationships with subordinates, the leader must show infinite patience. The principle of responsibility. The employee should be responsible only for what he is able to influence.

For a manager, the main tool is a strictly sequential chain of actions, each link of which represents a complex managerial function - an operation. This chain consists of the following links: 1. Diagnosis and assessment of the microsituation; 2. Planning (long-term, short-term and operational); 3. Orientation and diagnosis of the present microsituation; 4. Development and decision-making; 5. Building a program of action; 6. Organization of the transfer of decisions for execution; 7. Control, evaluation and correction of current and final results.

The key mechanisms of the management process: planning - goal setting and decision making, essentially form a model of the result and a folded program of actions.

Decision-making means, first of all, the resolution of the problem situation, which lies at the origins of this key mechanism of management psychology.

A problem situation presupposes or includes the following components: a cognitive need, and in that aspect, a problem situation is subject state; intellectual possibilities; unknown knowledge or problem-task.

It is the combination of these three components that distinguishes the problem situation from other variants of cognitive situations. There are three variants of such situations: 1) when a person knows that he knows; in this case there are no problems, there is no need for thinking; 2) when he doesn't know that he doesn't know; in this case, we can talk about future scientific problems that have not yet confronted man; 3) when he knows that he does not know; in this case he is dealing with a genuinely problematic situation. One of its features is that a person can, relying on his reserves, isolate a task or problem and find its solution. Making a decision in management also means formulating a goal, now setting this task for the subject of execution, giving a general direction and outlining an action program open for correction.

Making decisions in some cases, it acquires specific features depending on the type of problem situation and the conditions of managerial activity. There are three types of problem situations:

1. Deterministic. These are situations in which events and phenomena are linked by a linear causal relationship (the simplest example: if the sun sets, it will soon be dark).

2. Probabilistic. These are situations in which the occurrence of one or another event, the manifestation of a property can be realized with one or another degree of probability (for example: a falling coin or a cube with numbers).

3. Strategic. These are situations in which a certain phenomenon can or should occur in the distant future (for example: completing an annual plan, receiving a diploma, defending a dissertation, etc.).

In real life, all these types of situations can be intertwined on the axis of time and events and determine the movement of management information in different specific cycles and stages.

Management decisions may differ in a number of ways. Based on them, options for classifying solutions are compiled. We will compose one of them according to the following features: 1) by the degree of coverage and complexity of the object; 2) by the duration of time during which the adopted decision is valid. In this regard, solutions can be short-term, or operational, and long-term. We can say that the features of the goals set determine the tactical and strategic guidelines for management; 3) by the meaning, place and role of the decision in the life of society. Some decisions affect the fundamental problems of the whole society (for example: the transfer of power to self-government bodies), others affect certain aspects of any spheres of life of regions or divisions; 4) in terms of the volume and direction of decisions. Some form a general goal, others can be more specific and detailed; 5) according to the degree of directiveness of execution. In this dimension, decisions can range from strictly binding to advice and wishes.

Any management decision in the process of its development, adoption and transfer for execution must meet some important requirements that managers must take into account. Let's highlight the main ones. First of all, the managerial decision must be objective and scientifically substantiated. In this regard, let's recall the severity of the formation of an information model of situations, at the level of which the movement of thought begins to obey the purely intellectual actions of its processing. It is very important to maintain an inextricable connection with the real state of affairs, which should be reflected in the information model. As already noted, another criterion for management decisions is often their completeness. It determines how much all the main elements of the situation are covered, analyzed and taken into account in decision-making. In the absence of a complete analysis, the course and development of the situation can be unexpectedly affected by those factors that were not predicted within the framework of operational units of thinking when forming a general model and subsequent management steps. It is in this context that we can say that there are no trifles in management. But the relativity of such a judgment lies in the fact that it is permissible not to take into account the same factors at one level of decision and cannot be ignored at another stage of analysis. An important requirement for decision-making is its timeliness. Any delay in the overdue decision, both goal-setting and correcting the initial model of the result, loses the effectiveness of management and can lead to a "boomerang effect" that hits the subject who made the decision.

The culture of managerial work forms two more important requirements for the subject of power. These are targeting (to whom the decision is sent) and deadlines. Vague and unaddressed decisions, as well as general instructions in the system of vertical relations, are unlikely to contribute to fruitful activity. The culture of dialogue denies the pseudo-culture of a monologue in managerial relations, and implies the obligatory observance of these requirements.

Decision making is a multi-step process. Let us designate the main steps, or steps, of this process: 1) setting the goal of the solution; 2) establishment of decision criteria; 3) separation of criteria; 4) development of alternatives; 5) comparison of alternatives; 6) risk identification; 7) risk assessment; 8) decision making.

Let's take a look at their brief description.

Thus, the first step is determined by its close connection with the situation and previous decisions. It raises the question of the choice to be made and sets the direction of the search for alternatives. At the same time, goal setting itself, as the first step in the decision-making process, by defining the search area, excludes possible alternatives that lie outside it.

In a group decision situation, all persons may be able to formulate a combination of these factors. It is important that each leader comprehend the situations and requirements for the attached solution not only from the standpoint of those requirements that lie in the plane of his functional status, but also more broadly - from the standpoint of the overall result. The third step is the division of the selected and formulated criteria into "hard" and "soft", that is, mandatory and desirable.

From the standpoint of a differentiated set of criteria, solutions or alternatives are developed. This process is the fourth step, or stage, of making a decision. The fifth step is to compare these proven alternatives.

Naturally, the analysis and comparison are carried out on the basis of the compiled criteria.

However, in the analysis of alternatives, it is important to determine and predict the degree of risk. Determining risk is the sixth step in decision making. This procedure is based on two main sources. The first is due to the fact that decisions, as a rule, are made under time pressure. The second source is that in the analysis of alternatives it is not always possible to take into account new information, which is constantly filled with the real situation.

Risk assessment, that is, the forecast of negative and undesirable consequences, is the seventh step in the decision-making process. Any idea is constructive to the extent that it is predictable. The probability of evaluating certain consequences in the analysis, comparison and selection of decision alternatives is an important aspect of the culture of managerial thinking. An experienced leader correctly distributes his intellectual forces to the eighth step - the process of developing and making a decision. He does not avoid risk, but calculates the probabilistic course of events and finds an informed decision at the final stage of these key control mechanisms.

Research conducted by psychologists has revealed that the behavior of leaders in situations with different outcomes reveals a wide range of individual differences. Five most characteristic types of behavior are noted. The first of the groups of subjects showed relatively low flexibility of thinking, attachment to familiar information. The second group showed propensity to make a decision and build behavior in line with the expected course of events, contrary to their real development. The third group, on the contrary, relatively quickly abandoned their initial intentions, given their dissonance with the dynamics of real events, and tried to adequately change their decisions. The fourth group found the "weather vane" effect. She often changed her mind in a rigid dependence on random changes in the situation and the flow of information. The fifth group, on the contrary, strictly followed the accepted program of behavior and ruled out any correction taking into account new information.

The manager's style of behavior also reveals a psychological texture when organizing the transfer of a decision for execution. The development and adoption of a decision cannot exclude errors. Each leader should develop social reflection and keep such a functional component of the "I-concept" as a "mirror self" open. It is he who ensures the openness of the individual and allows you to see how subordinates react to the decisions made, not to lose sight of the economic and organizational consequences of managerial decisions.

The effectiveness of the decisions made is determined in two ways. On the one hand, how adequate they are to the objective state of affairs and the dynamics of the situation. On the other hand, efficiency is determined by how the subjects of execution react to decisions.

Socio-psychological climate. Internal climate-forming factors include:

1. Leadership style, which directly affects the mood, behavior of people, their relationships. Satisfaction with style and its motivational implications shape attitudes toward work.

Well-established labor process. The dissatisfaction of workers with the organization of the business has a negative effect on the socio-psychological climate.

Personal qualities of employees. Through them all conflicts are refracted, intolerant of the opinions of others, with high self-esteem, Corporate (group) culture, which, being a factor of group consciousness, affirms certain interpersonal relationships in the team as a common value. With a strong group self-consciousness, persons who encroach on a common value are condemned, which insures the socio-psychological climate against violations.

Psychological compatibility and workability people in working groups, which means the ability of people to interact in connection with their social and psychophysiological qualities. Psychological compatibility is determined by a combination of personal qualities, and workability primarily depends on the style of work. Difficulties in interaction generate stress, which affects the general mood of individuals and the group as a whole.

Male to female ratio in the team sometimes also affects the climate. Psychologists recommend, if possible, gender-mixed teams. Women's teams are more susceptible to fluctuations in the socio-psychological climate than men's.

The size of the primary team. Psychologists consider average teams of 10 to 20 people to be optimal. Large primary teams (more than 25 people) tend to break up into separate groups, in smaller ones it is difficult to find psychologically compatible people due to the limited choice. Practice and research confirm that the most favorable conditions for establishing a healthy microclimate are created in teams that are optimal in size, as people find themselves in constant business and friendly communication, which contributes to cohesion. This condition is difficult to fulfill, since the size of the working group is dictated by the volume, nature and range of work.

7. Age structure of the team. Experience has established that for greater stability of the team, it is desirable to complete it with workers of different ages. Studies have shown that more stable teams are where 40% of workers with experience and work experience and 60% of young workers work together. A team consisting of people of the same age tends to close on the interests of their age. The combination in the production group of people of different experience, professional skills, as a rule, gives a positive result, "opening" this concentration of workers on themselves and their activities. The younger ones treat the elders with respect, and the older ones help the younger ones, pass on their experience. However, such an attitude does not develop by itself - the manager needs to form this style of relations in the team entrusted to him.

8. One of the significant factors is physical distance of working team members. The person who works nearby is more often perceived as a best friend than the one who works further.

Also, the formation of the socio-psychological climate is influenced by the national composition, religious, racial and other circumstances.

Siberian Federal University

Federal State Educational Institution

higher professional education

Institute of Pedagogy, Psychology and Sociology

Department of information technology education

Advantages and disadvantages of different leadership styles. Psychological types of leaders.

Completed by: Shelkunova Tatiana

1st year undergraduate

in the direction of "Educational Management"

Krasnoyarsk 2010

1. Introduction …………………………………………………………………….3

2. Advantages and disadvantages of different leadership styles…………....5

3. Psychological types of leaders …………………………………..24

4. An effective leader: a psychological portrait ……………….29

5. Conclusion ………………………………………………………………..38

6. Bibliography ………………………………………………………43

Introduction

Management of a firm, organization, institution, its division, a group of employees is, first of all, work with people, with each person individually. Therefore, in order to achieve success, you need to learn how to make everyone with whom you have to work, firstly, imbue you with an arrangement, secondly, be convinced that you are right, and thirdly, make every effort for the success of the common cause.

Today, an experienced leader spends most of the working day not on solving financial, technical or organizational problems, but on solving psychological problems that arise in the process of communicating with subordinates, colleagues and superiors.

So, in the State Standard of Higher Professional Education in the specialty "Economics", approved by the Government of Russia, it is indicated that an economist must understand the nature of the human psyche, know the basic mental functions, understand the meaning of will, emotions, needs and motives, as well as unconscious mechanisms in human behavior , to be able to give a psychological description of the individual, her temperament, abilities, interpretation of her own mental state, to master the simplest methods of self-regulation, and also to carry out social and mental regulation in labor collectives.

A leader is a person who directs and coordinates the activities of performers who, in without fail must obey him and, within the established powers, fulfill all his requirements. The manager himself can take on the functions of an executor only in order to understand the specifics of the work.

Thus, the essence of the leader's activity is organizational work. This is a special kind of creative activity, and as the position grows, the requirements for creativity increase.

However, the leader not only organizes, but also directs the work of employees; contributes to their development, and, if necessary, influences behavior, including off-duty. Therefore, he must be sufficiently well prepared not only professionally, but also pedagogically.

According to J. Ader, leaders perform eight practical functions: setting tasks, planning, coaching, monitoring, evaluation, motivation, organization, and demonstrating a personal example. To ensure effective work, the leader must coordinate the interests of individuals, groups and the solution of managerial tasks to the maximum extent, so that they do not contradict each other, otherwise he will not cope with his duties.

This essay will address the issues that, in our opinion, are the most important in the study of the personality of the leader.

1. Advantages and disadvantages of different leadership styles.

The style of management of the leader by his subordinates largely determines the success of the organization, the dynamics of the development of the company. The motivation of employees, their attitude to work, relationships and much more depend on the leadership style.

Each leader in the process of managerial activity performs his duties in his own style. The leadership style is expressed in the methods by which the leader encourages the team to take an initiative and creative approach to the fulfillment of the duties assigned to him, how he controls the results of the activities of subordinates. The adopted leadership style can serve as a characteristic of the quality of the leader's activities, his ability to ensure effective management activities, as well as create a special atmosphere in the team that contributes to the development of favorable relationships and behavior. The degree to which the manager delegates his authority, the types of authority he uses, and his concern, first of all with human relations or, first of all, with the performance of the task, all reflect the leadership style of this leader.

The word "style" is of Greek origin. Initially, it meant a rod for writing on a wax board, and later it was used in the meaning of “handwriting”. From here we can assume that the style of leadership is a kind of "handwriting" in the actions of a manager.

Leadership style is a typical type of behavior of a leader in relation to subordinates in the process of achieving the goal. One of the components of management functions is leadership (management).

Leadership style - individual-typical characteristics of a stable system of methods, methods, techniques for influencing the leader on the team in order to fulfill organizational tasks and managerial functions. This is the habitual behavior of a leader towards subordinates in order to influence them and encourage them to achieve the goals of the organization.

The style is stable, which is manifested in the frequent use of different management techniques. But this stability is relative, since style is usually characterized by dynamism. A properly developed leadership style appropriate to the current situation is able to overcome seemingly insurmountable obstacles. And he will lead the system to unexpectedly high end results. Leadership style is largely determined by the individual qualities of the leader. But for all their importance, personality traits do not exclude other components that form the management style. These components constitute the subjective element of style, but style always has a common objective basis.

Objectively, no matter what style a leader chooses, his choice is determined by a conscious goal that characterizes the way and method of his actions. In addition, there are other objective components of style. These include: regularity of management; the specifics of the scope of a particular activity; uniform requirements for managers; socio-psychological traits of performers (age, gender, qualifications, profession, interests and needs, etc.); the level of the management hierarchy; management methods and techniques used by higher managers. These objective components of style show the combination in the activities of the manager, the production function and the function of regulating relationships in the team, the nature of the traditions and methods of communication that have developed in it, and thus the style of work.

The study of leadership style has been conducted by psychologists for more than half a century. Researchers have accumulated by now a lot of material on this problem.

Each leader in the process of managerial activity performs his duties in his own style. The style of leadership is expressed in the methods by which the leader encourages the team to take an initiative and creative approach to the fulfillment of the duties assigned to him, how he controls the results of the activities of his subordinates. The adopted leadership style can serve as a characteristic of the quality of the leader's activities, his ability to ensure effective management activities, as well as create a special atmosphere in the team that contributes to the development of favorable relationships and behavior.

Any management activity has a subjective basis. The head, before making any decision, first mentally thinks through all possible ways of influencing subordinates and chooses, depending on the situation, the most expedient in his opinion. And, despite the fact that the duties of the manager are prescribed by the job description, the style of work has an imprint of the unique personality of the leader. It is in the style of the leader that his personal qualities are manifested, which vary somewhat depending on the characteristics and needs of the team. The style is strongly influenced by the leader’s intellect and culture, the level of professional and political training, character traits and temperament, the manager’s moral values, the ability to be attentive to subordinates, the ability to lead a team, create an atmosphere of enthusiasm for work, intolerance for shortcomings and indifference.

Consequently, in the style of leadership, on the one hand, its general objective basis is singled out, and on the other hand, the methods and techniques inherent in this manager for the implementation of managerial functions. The objective component of style is determined by the totality of social and economic requirements for managerial activity. Subjective components are characterized by personality traits of the leader. But if the style cannot clearly distinguish its objective basis, then no, even the most excellent, qualities of a leader are able to ensure the success of the organization.

The main factors that characterize the style of leadership can be identified:

Requirements for managers in relation to their competence, efficiency, responsibility, personal qualities, morality, character, temperament, etc.;

The specifics of the system are its goals and objectives, management structures and management technology, managerial functions;

The working environment is the technological level of production, the form of labor organization, the availability of material resources, etc.

The style of work determines not only the activities of the leader, it directly affects all aspects of the system's activities and directly on subordinates.

Thus, each organization is a unique combination of individuals, goals and objectives. Each manager is a unique person with a number of abilities. Each leader is the creator of the style of management that he applies in practice. But at the same time, he takes into account many objective and subjective conditions and circumstances, depending on which style receives its specific content. Style is a social phenomenon, as it reflects the worldview and beliefs of the leader, and it also largely determines the results of the entire system.

All leadership styles can be divided into "one-dimensional" and "multi-dimensional". Let's take a look at each group below.

One-Dimensional Leadership Styles

The "one-dimensional" styles include:

Democratic leadership style

Liberal leadership style

In general, within the framework of the listed leadership styles, the following options for interaction between the leader and subordinates are possible:

The leader makes a decision and gives subordinates a command to carry it out;

The leader makes a decision and explains it to subordinates;

The leader makes decisions in consultation with subordinates;

The manager proposes a solution that can be adjusted after consultation with subordinates;

The leader sets out the problem, receives advice and recommendations from subordinates, on the basis of which he makes a decision;

The leader makes decisions together with subordinates;

The leader sets the framework within which subordinates make their own decisions.

To assess the effectiveness of each of the leadership styles, the American scientist R. Likert proposed to calculate the so-called liberal-authoritarian coefficient (LAC) as the ratio of the sums of liberal and authoritarian elements in the leader's behavior determined on the basis of expertise. In his opinion, in modern conditions, the optimal value of this coefficient is 1.9. In other words, leaders today must use twice as much persuasion as coercion to get effective results.

In conclusion, we present a summary table of the characteristics of "one-dimensional" leadership styles, proposed by a Russian researcher

E. Starobinsky (see table 1).

It must be borne in mind that in each specific case there is a certain balance between authoritarian, democratic and liberal styles, and an increase in the proportion of elements of one of them will lead to a decrease in others.

Table 1.

Characteristics of "One-Dimensional" Leadership Styles

		Democratic	Liberal
Way of decision making	Sole with subordinates	Based on consultations from above or opinion of the group	Based on directions
The way to bring decisions to the performer	order, order, command	Offer	request, begging
Distribution of responsibility	Completely in the hands of the leader	In accordance with the powers	Completely in the hands of the performer
Attitude to the initiative of subordinates	allowed	Encouraged and used	Completely transferred to subordinates
Recruitment principles	Getting rid of strong competitors	Targeting business-like, knowledgeable employees and helping them in their careers
Attitude towards knowledge	Thinks he knows everything	Constantly learning and demanding the same from subordinates	indifferent
attitude towards communication	Negative, keep your distance	Positive, actively goes to contacts	Shows no initiative
Attitude towards subordinates	Mood, uneven	Smooth, friendly, demanding	Soft, undemanding
Attitude to discipline	Rigid, formal	Reasonable	soft, formal
Attitude towards stimulation	Punishment with a rare reward	Reward with rare punishment	No clear direction

The democratic style has its advantages, successes and disadvantages. Certainly, many organizational problems could be solved if improved human relations and worker participation in decision-making would always lead to greater satisfaction and higher productivity. Unfortunately, this does not happen. Scholars have encountered situations where workers participated in decision-making, but nevertheless, the degree of satisfaction was low, as well as situations where satisfaction was high and productivity was low.

Special studies have shown that although under the conditions of an authoritarian style of leadership it is possible to perform twice as much work in quantitative terms as in a democratic one, the quality of work, originality, novelty, and the presence of elements of creativity will be by the same order of magnitude lower. From this we can conclude that an authoritarian style is preferable for managing simple activities focused on quantitative results, and a democratic style for managing complex ones, where quality comes first.

In the same place where we are talking about the need to stimulate the creative approach of performers to solving the tasks set, the liberal style of management is most preferable. Its essence lies in the fact that the leader poses a problem for the performers, creates the necessary organizational conditions for their work, defines its rules, sets the boundaries of the solution, and himself fades into the background. For himself, he leaves the functions of a consultant, arbitrator, expert, evaluating the results.

At the same time, reward and punishment recede into the background compared to the internal satisfaction received by subordinates from the opportunity to realize their potential and creative abilities. Subordinates are spared from intrusive control, “independently” make decisions and look for ways to implement them within the framework of the powers granted, not suspecting that the leader often has already thought everything through and created the necessary conditions for this process, largely predetermining the final result. Such work brings them satisfaction and creates a favorable moral and psychological climate in the team.

Let's highlight the disadvantages of each leadership style.

Orientation to formal methods of influence leads to the fact that tension and conflict increase among subordinates. The main disadvantage is the lack of respect for their subordinates. An autocrat can also exert psychological pressure on his subordinates, which manifests itself in the form of threats. The absence of structured relationships leads to the fact that often subordinates do not know the goal, which is known only to the leader, and the activities of such leaders are meaningless, imitative.

Democracy Disadvantages

Despite the collegiality, the main decisions are made at the highest level of management, and employees act as an advisory body. Orientation to democratic procedures leads the leader to the conviction that these procedures themselves ensure the correctness of the decisions made and their effectiveness. With this style of management, the order of decision-making always dominates the task and content of the problem under discussion. In non-standard conditions, due to lack of time, this style is ineffective.

Liberal Disadvantages

The main mechanism of influence is survival. Such a leader does not assume any responsibility, does not influence the process of distribution of functions among subordinates, giving them complete independence in decision-making and in determining the forms of their implementation. It is distinguished by the lack of scope in activities, lack of initiative and constant expectation of instructions from above. The liberal leader does not like to take responsibility for decisions, and for the consequences when they are unfavorable. They are careful in business, decisions. They are distinguished by uncertainty in their competence, in their position, inconsistency in actions. They are easily influenced by others, tend to yield to circumstances.

Multidimensional Leadership Styles

In modern conditions, the success of a business is determined not only by the nature of the relationship between the leader and subordinates and the degree of freedom that is provided to them, but also by a number of other circumstances. A reflection of this is "multidimensional" management styles, which are a set of complementary, intertwined approaches, each of which is independent of the others, therefore, can be implemented along with them.

Initially, the idea of ​​a "two-dimensional" style of management was formed, based on two approaches, one of which is focused on creating a favorable moral and psychological climate in the team, establishing human relations, and the other - on creating the appropriate organizational and technical conditions under which a person will be able to fully reveal their abilities.

The simplest combination of these approaches is demonstrated by the so-called "administrative grid" by R. Blake and M. Mouton (see Fig. 1).

It is a table consisting of 9 rows and 9 columns, the intersection of which forms 81 fields. If such a table is superimposed on the upper right quadrant formed by the abscissa and ordinate axes, then they can display the value of expert assessments of the approaches that this or that particular leader adheres to and determine the field he occupies on the "grid" that characterizes the management style he uses in practice. .

Fig.1. "Control Grid" by R. Blake and M. Mutton

As a result, the leader, whose orientation in each direction is estimated by one point, falls into the field 1.1., the stay on which indicates that he equally does not pay attention to either the first or the second approaches. It is clear that with such an attitude to the matter, he will not be able to hold out for a long time in his post.

The leader occupying the field 1.9. pays the main attention to people, the creation and strengthening of the team, a favorable moral and psychological climate and a creative mood in it, believing that in this way high results can be achieved even in the absence of attention to organizational and technical conditions. Often this approach is not at all a sign of one-sidedness, since in many organizations, for example, in scientific teams, the basis of success lies precisely in this.

The manager from the field 9.1., on the contrary, focuses on the organizational and technical side of the matter, paying little attention to individuals and the team as a whole. But here, too, this style can be based on objective circumstances, for example, technological processes in which the role of the relationship of workers and their collective actions is minimal.

Head on the field 5.5. approximately equally divides its "attachment" between people and organizational and technical factors of production. He stands firmly on his feet in all areas of management, but there are not enough stars from the sky.

And, finally, the leader, whose positions are characterized by points 9.9. creates a team of like-minded people capable of doing anything. Here, the goals of activity are jointly determined, favorable conditions are jointly created for their implementation and self-realization of people.

Using the "management grid", you can pre-determine a combination of assessments that meet the requirements for a particular position provided for by the organization's staffing table, and by comparing the expert assessments of the qualities of applicants with them, determine their suitability for its replacement.

In modern management concepts of Western specialists, an attempt is made to implement other combinations of approaches that form the management style. Thus, it is believed that authoritarian methods of leadership, containing the danger of a leader's personality cult, are more compatible with an approach focused on creating favorable organizational and technical conditions for production, and democratic, liberating people, with an approach focused on creating and strengthening the team.

A quick move away from an authoritarian leadership style can lead people into a state of confusion without improving the situation in the slightest. True, this is more characteristic of grassroots teams; in the upper echelons, however, the opposite is true, when the emancipation of people leads to an increase in productivity and a reduction in staff turnover.

According to Frank Fiedler, the features of management largely depend on the situation, and since a leader who professes a certain style, as a rule, cannot change himself, it is necessary, based on the task at hand, to place him in those conditions where he can best express himself .

Depending on the scope of powers of managers, the nature of their relationship with subordinates, the clarity of structuring the tasks to be solved, Fidler identifies 8 types of different situations, the options for which are given in Table 2.

Table 2.

Dependence of leadership on the situation. Model F. Fiedler

Relationship between leader and subordinates
Formulation and structure of the task			fuzzy	fuzzy			fuzzy	fuzzy
Official powers of the head
Maximum Team building and relationship oriented leaders preferred
Managers focused on organizational and technical conditions are preferred

The "trajectory" of changing requirements for leaders

When the tasks are clearly formulated, the manager's official powers are significant, and his relations with subordinates are favorable, so that the latter are easy to influence. In the opposite case, when, on the contrary, everything is bad, according to Fiedler, it is better for the leader to focus on solving organizational and technical problems, pushing the issues of creating a team and establishing human relations into the background. This ensures the unity of goals, efficiency in making and implementing decisions, and reliability of control.

In this situation, there is no need to waste time on building relationships, the leader can adhere to an authoritarian style, not forgetting, however, that light dictatorship and tyranny are far from the same thing. The first people can perceive with understanding, and against the second they will legally be indignant and refuse to cooperate with the leader at all.

A leadership style focused on strengthening the team and maintaining human relations is most suitable in situations that are moderately favorable for the leader, when he does not have enough power to ensure the necessary level of cooperation with subordinates, but if the relationship is good, people generally tend to do what they want. they are required. Under these conditions, an orientation toward the organizational side of things can cause conflict, as a result of which the already weak influence of the leader on subordinates will fall even more. Orientation to human relations, on the contrary, can increase his influence and improve relations with subordinates.

An interesting model of leadership styles was developed by American scientists W. Wurm and F. Yetton. In their opinion, depending on the situation, the characteristics of the team and the characteristics of the problem itself, one can speak of five management styles.

A - The manager himself makes decisions based on the available information.

B - The manager communicates the essence of the problem to subordinates, listens to their opinions and makes a decision.

B - The leader presents the problem to subordinates, summarizes their opinions and, taking them into account, makes his own decision.

D - The leader, together with subordinates, discusses the problem and, as a result, a common opinion is developed.

E - The leader constantly works together with the group, which either develops a collective decision or takes the best, regardless of who its author is.

When choosing a style, managers use the following main criteria:

Availability of sufficient information and experience among subordinates;

The level of requirements for the solution;

Clarity and structure of the problem;

The degree of involvement of subordinates in the affairs of the organization and the need to coordinate decisions with them;

The probability that the sole decision of the head will receive the support of the performers;

The interest of performers in achieving goals;

The degree, the likelihood of conflicts between subordinates as a result of decision-making.

Depending on these criteria, the leader uses the five management styles listed above.

Currently, the concept of an attributive approach to the choice of leadership style is becoming more widespread. This concept, unlike other models, is based on the leader's reaction not so much to the behavior of subordinates as such, but to the reasons that caused it. In this case, the leader is based on three main types of information: on how much the behavior of the subordinate is due to the characteristics of the task; about how stable it is and how unique it is.

If the behavior of a subordinate is caused by serious internal reasons, the leader takes the necessary measures of influence in relation to him and subsequently corrects them in accordance with the response of the subordinate. If the causes are caused by external conditions, the leader directs efforts to change them.

Additional Leadership Styles

Additional leadership styles include paternalism, opportunism, and facadism.

Paternalism (materialism) - 9.9. Graphically, paternalism in the GRID is represented as an arc connecting angles 1.9 and 9.1 (in the GRID table, 1 point is a low degree of measurement, and 9 points is a high degree; other indicators indicate intermediate degrees of one or another dimension). This style of management is characterized by a combination of a high level of concern for production with a high level of concern for people that complements it. It is not an integration of concern for production and concern for people, as is characteristic of the 9.9 orientation, but a combination of both and is therefore designated as 9.9. Materialism differs from paternalism by the gender (male, female) of the leader. One of the characteristics of the 9.9 leader is a generous autocrat.

Motivation. Satisfaction is expressed in demonstrating that this person is a source of wisdom and knowledge for others. When subordinates do what the paternalist expects from them in the field of production, they are encouraged by the leader and loyalty (assessment of the leader's merits) is expected from them in turn. Otherwise, the leader believes that he puts his soul into the work, and subordinates do not appreciate it. Therefore, in the actions of such a leader, there is a tendency for subordinates to depend on his whims (desires), as a result of which they seem to freeze in their development and do not strive for independence of thinking, judgments, and beliefs.

Overcoming conflicts. Under Type 9.9 management, subordinates learn to think the way their boss thinks and acts (some even try to dress like their boss). It's a father-son syndrome.

Avoiding conflict. Conflict can be avoided by reinforcing submission through praise and compliments, i.e. if the subordinate begins to expect and feel that praise and compliments are guaranteed to him, the paternalist may refuse praises and compliments, showing his displeasure. If the subordinate continues to oppose or resist submission, the leader can reprimand him, making it clear that his wrong behavior has been noticed. Then the manager repeats what he wants from the subordinate, and promises rewards in case of submission.

Eliminate the conflict when it resumes. One of the methods for reducing the conflict is to divert attention from disagreement through various techniques (changing the topic of conversation, etc.).

Initiative. The leader shows considerable initiative as long as subordinates can trust him and do what is required of them. The paternalistic leader considers it his duty to teach people. In this regard, he has strong convictions and actively promotes them.

Solutions. The paternalistic leader is the only person who makes decisions that are not made, but issued as commands. At the same time, training and training of subordinates are used. Thus, the leader does not seem rude and tough, but, on the contrary, kind, gentle and helpful.

Criticism (analysis). Personal feedback is one-way - from the leader to subordinates, i.e. he considers subordinates to be part of the organizational family. Recognition of paternalistic behavior: benevolent dictator; indulgent; constantly gives advice; fulfills obligations; expects blind loyalty; condescendingly makes demands; zealously upholds prerogatives; leads with inspired enthusiasm; manages the crowd; makes someone who disagrees with him feel guilty; tormentor; moralist; patron; likes to teach; proponent of prescriptions; complacent; tolerates private dissent, but does not tolerate public objections.

Opportunism. Occurs when all GRID styles are relied upon without being based on specific principles. Every action of the opportunist leader is carried out for "tactical" reasons and is a means to achieve personal success.

Motivation. The desire to be exceptional (number one), a person who wants to be at the top, because those who are at the top, in his opinion, are in the spotlight, i.e. in a position that provides attention and worship. The behavior of an opportunist is unpredictable. The movement "up", the ways of achieving goals depend on who he is dealing with (revenge, enslavement, dismissal, etc. - everything is aimed at achieving a dominant position). Overcoming conflicts. Prefers to avoid conflict in every possible way, but does not hide when conflict arises, tries to resolve differences without confrontation or polarization.

If a conflict arises with a person of a higher rank, the opportunistic leader takes the first step towards reconciliation. With an equal in rank, he behaves ingratiatingly. An attempt is made to find a compromise.

When conflict arises with subordinates, the position of the opportunist is to surrender or leave the subordinate.

Initiative. Shows initiative based on accurately calculated risk. The initiative is aimed at selfish interests with a long-term aim. He is a narcissistic star, often emphasizing personal importance, showing off his achievements.

Criticism (analysis). Avoids feedback that may indicate weaknesses, limitations, or mistakes of the opportunistic leader. Asks for critical comments only if he expects the review to be favorable.

Signs of opportunistic behavior:

the desire to please everyone and everyone; arrogance towards those who are lower in rank; the desire to attract attention; builds reputation through boasting; evasive in answers; fawns over others; gives attention by setting conditions; it is difficult to get a promise from him; flattering; knows the weaknesses of people and uses them for their own purposes; boasting famous acquaintances; pre-thinks every action; promises everything, but fulfills only when it is beneficial to him; clever businessman; courteous treatment of those who are higher in rank, but oppression of those who are lower; takes those actions that show him on the good side; believes that it is very important to be number one.

facadeism. It takes place when it is necessary to show the external side of phenomena and processes (facade).

Motivation. The person avoids revealing his thoughts, although he gives the impression that he is honest and frank.

The façade leader's tricks can vary depending on what is beneficial. The main purpose of creating a "facade" is to hide the desire for control, domination and power.

Negative motivation consists in the desire to avoid self-disclosure by hiding true goals, for this reason, keeps his experiences and motivations secret.

The creator of the facade not only avoids revealing his intentions, but also creates a positive reputation that helps to maintain the deception.

Overcoming conflicts. The façade leader does not avoid conflict. However, the goal is not to resolve them, but to obtain certain benefits for themselves. There are many ways to manipulate conflicts.

Initiative. It is characteristic of the façade maker that he acts with initiative and continues to act in this way until success is ensured. When it comes to achieving benefits, the actions on the part of the facadeist are not long in coming. And, if one action does not lead to success, the next attempt is made, and so on until the goal is achieved.

Making decisions. Incomplete transfer of authority and making key decisions are typical for a façade manager.

Criticism (analysis). The possibility of criticism between a leader and a subordinate is unpleasant for the facadist, who uses feedback as a method of control through praise and punishment. Criticism against him is unpleasant to him.

Recognition of façadeist behavior: vague ambition; calculation; prefers detours; uses the trust of a person against himself; constantly plays a role to produce an effect; cunning; double-dealing; secretly revels in power; fake facade; hides true intentions; hypocrite; evasive; manipulative; willingly listens to praise, but does not tolerate criticism; overdeveloped sense of personal power; practical; prone to deceit; values ​​its positive reputation; breaks the law, but does not want to be recognized as a statesman; afraid of exposure.

A highly authoritarian or autocratic leader imposes his will through coercion, rewards, and so on. The leader is democratic, prefers to influence through persuasion, reasonable faith or charisma. He avoids imposing his will on his subordinates.

It is quite obvious that it is very difficult to find either authoritarian or democratic styles of personnel management in its extreme manifestations. Leadership styles can be mixed and depend on the situation, i.e. adaptive. This brings more results than adherence to only one style. Nevertheless, in general, it can be said that the main emphasis in leadership should be placed on socio-psychological, economic methods of leadership and on a democratic style of management. The command method is not suitable, because. in my opinion, it is impossible to force new ideas, non-standard approaches to solving problems to be born at the behest, just because the boss wants it that way.

Thus, the most effective style in today's rapidly changing world is adaptive style, i.e. reality style.

Whatever type of leader we consider, first of all we are talking about a person who has a particular leadership style. And often, personal characteristics dictate the style of behavior.

In the next part of the essay, we will consider the psychological types of leaders.

2. Psychological types of leaders.

A leader is not a position, but a psychology, a way of life and a way of thinking.

As a psychological type, the leader on the line of business responsibility is higher than the performer, specialist and responsible employee.

Supervisor:

Always thinks about the desired result ahead (directed to the future, and does not understand the past).

· Always gives orders, even to employees, even to colleagues, even to the boss. He doesn't explain, he guides! Gives instructions.

As you know, in business, you can implement only two strategies: either become the owner and take charge of your business, or go to hired workers. You will have to obey and seek a common language with superiors in both cases. According to statistics, there are much more employees than owners, so the topic of effective cooperation with the manager (or managers) is currently extremely relevant.

Psychologists of different schools have made many classifications of leaders, but the very first and, accordingly, the classic is the classification of Kurt Lewin, an American psychologist. He described three main leadership styles: authoritarian, democratic, and liberal.

Let's call a leader adhering to an authoritarian style of leadership a "Dictator", a democratic one, respectively, a "Democrat", and a liberal one, of course, a "Liberal". Now consider how each of them relates to subordinates, to the performance of their duties, to doing business.

"Dictator". You will feel it as soon as you step over the threshold of the office. As a rule, the offices of the Dictators are quiet, the doors are closed, most of the employees have slightly raised shoulders, their heads are stretched forward and they look frightened, slightly frowning. Not all employees are aware of this, since their thoughts, as well as their actions, are under strict control. Each employee has their own job description. And it lies not somewhere in a distant folder in the personnel department, but in a drawer of its own desk. The dictator suppresses any initiative as unacceptable self-will and impudent free-thinking. The structure of the company resembles an army one with the motto: "Orders are not discussed - orders are carried out!". The best employees struggle with the desire to salute and bark: “That's right!” Decisions Dictator takes alone and to discuss anything with anyone and is never going to. Subordinates are a tool for realizing the will of the boss. And like any other broken tool, it easily replaces some employees with others. But since it is bad for just one person, even such as the Dictator, over time he starts a narrow circle of like-minded people. But not in order to consult, but in order to receive information, to hone your ideas. He does not accept the opposition, he dismisses all oppositionists instantly, "so that others would be disrespectful." Controls all subordinates permanently and very tightly. Meetings are held in order to distribute tasks and to control the reaction to these tasks. Emotions are ignored, creativity is banished. The proverb “I am the boss - you are a fool” is composed about him. In the world of business, the tough position of the Dictator most often works for him, to increase his authority and respect among partners.

"Democrat". It is much warmer in his company. Loud speech and laughter can be heard. People crowd in the smoking rooms, discussing the latest news. Posters of creative content are hung over the tables of employees. Motto: "We are a team!" is in the air. The Democrat convenes meetings to develop and adopt common decisions. He likes brainstorming, arguments, fierce discussions. He strongly encourages collegiality and any initiative. Inactive employees fall out of his field of vision. The Democrat does not remember them by sight or by name. The one who does not sound is absent for him as a person. He skillfully delegates authority and shares responsibility. He understands jokes and is condescending about practical jokes. Always ready to take part in the general fun and, as a rule, is a welcome guest at any party. At the same time, he loves when good words are said about him and show him their sympathy and loyalty. The Democrat is distinguished by sincere attention to employees. Knows who has how many children, is aware of family problems. For him, each employee is an interesting personality. With such apparent softness, discipline in the team does not suffer, the people work not out of fear, but out of conscience. After the end of the working day, they work out of interest and excitement, knowing that their achievements will be noticed and appreciated. To exercise control, the Democrat usually finds himself an appropriate deputy and sometimes plays the game of "good guy and bad guy" with his subordinates. As a rule, a Democrat is an excellent politician and subtle diplomat, and this allows him to be successful in business.

"Liberal". The term "management" does not suit him very well. Rather, he is listed as a leader, is a formally appointed boss. Tries to avoid responsibility and decision making. Refers to the authority of the "party and government", shareholders, the president and other superiors. Demanding, control, discipline in his company are absent. He prefers to give power to the labor collective without a fight. At the same time, there is always an informal leader in the team, who actually manages the company. From the Liberal in such a situation, only a hand is required: to sign an agreement, a payment order, an invoice. And this situation suits him very much. As a rule, the Liberal has a long-standing hobby, which he passionately indulges in his free time, and sometimes even during working hours. Often the Liberal does not have a strong will and a clear goal, does not have deep knowledge and the desire to master them. But he can hold a leadership position for a long time if he suits the shareholders and the "gray cardinal", if he likes the size of the salary and at the same time there is absolutely no "want to change places". Under especially favorable circumstances, he may even be proud of his mission. Needless to say, the Liberal does not enjoy respect in the team, most often this is a condescending attitude on the part of employees and business partners.

As a rule, most leaders combine different leadership styles with the prevalence of one of them. According to statistics, dictators are more common among women, men prefer a democratic style of leadership. Liberals are found in equal numbers among both men and women.

In the psychological structure of the leader's personality, there are 3 main blocks of professionally important qualities:

I. Professional competence, including:

knowledge, abilities, skills (special); administrative-legal, economic competence, socio-psychological competence, i.e. knowledge in the field of psychology.

II. Pedagogical abilities - the ability to influence other people with the aim of directed changes in the properties and states of these people.

III. Block of qualities:

Organizational Capabilities (Leading Unit) i.e. capable of coordinating and coordinating the joint activities of people, the ability to set tasks, stimulate, control the joint activities of the performer and achieve solutions to the tasks set.

Moral and ethical qualities (a person's ability to comply with the norms of business ethics).

Communication skills (for business communication).

Depending on the dominance of severity in a particular leader, one of the 3 leading components is distinguished types of leaders [ 10] :

1. Specialist manager

The dominance of professional competence over organizational, psychological and pedagogical abilities.

Doesn't like working with people

Differentiates special professional and organizational issues,

His main contribution to the joint activities of the team is the solution of professional issues,

Has a great individual contribution, personal achievements, but as an organizer and mentor a lower contribution.

2. Head-organizer

The dominance of organizational features with relatively weak pedagogical abilities and professional competence,

Typical manager; teamwork, attracts specialists to work, including those exceeding him in competence,

Professionally organizes the joint activities of the group, achieves high group results.

3. Leader-mentor.

The dominance of pedagogical abilities,

Interest and need to work with people, especially young workers, to transfer knowledge; take pride in student achievement.

The most common professional organizer. Intermediate types are more common.

Many psychologists have considered the question of the most effective psychological type of leadership. In the next part of the essay, we will reveal the psychological portrait of an effective leader.

3. An effective leader: a psychological portrait.

According to L. R. Krichevsky, leadership is a phenomenon that takes place in the system of formal relations; the role of the leader is predetermined, the range of functions of the person implementing it is stipulated. The head of the team is appointed from the outside, by higher management, receives the appropriate authority, has the right to apply sanctions.

Analyzing the psychological portrait of an effective leader,

L. R. Krichevsky gives criteria for evaluating the effectiveness of a leader.

Efficiency criteria are divided into two classes: psychological and non-psychological. Let us dwell on the psychological criteria, which include:

1. Satisfaction with membership in the labor collective with its various aspects (relations with colleagues and manager, working conditions, wages, etc.);

2. Motivation of team members (desire to work and the desire to maintain membership in the team);

4. Self-assessment of the team (concerns a number of important characteristics and represents the overall result of the success of its functioning).

Considering the above criteria for the effectiveness of leadership,

L. R. Krichevsky comes to the conclusion that a leader is considered effective if the team he leads has high rates according to the given psychological and non-psychological criteria of group effectiveness.

Let us consider in more detail the psychological portrait of a leader, including an effective one, which is based on three important variables: personality, leadership style and authority.

M. Shaw proposes to consider the personality of a leader from the point of view of three components: biographical characteristics, abilities, personality traits. Let's take a closer look at each component.

The biographical characteristics of the leader's personality include his age, gender, socio-economic status and education.

Age is not only a natural, but also a largely socio-psychologically determined characteristic of a person, it is largely his experience. Analyzing data on studies of the relationship between age and leadership effectiveness, R. L. Krichevsky comes to the conclusion that such a relationship has not been identified, giving examples of both effective leaders of a young age (21-25 years old) and extremely mature age.

It is generally recognized that a person's gender identity is closely related to the assimilation and implementation of the role standards of behavior accepted in society, cultivated in the immediate environment of the individual, for example, in the family. Traditionally, the leader is a man, but more and more women are fulfilling themselves in this role. Interest in models of female leadership, in this regard, is increasing in modern socio-psychological research. Of course, some differences in the characteristics of male and female leadership have been identified, but there is no scientifically substantiated data on the predominant effectiveness of one sex or another as leaders.

As for the status and education of the leader, these characteristics have high positive correlations with the effectiveness of leadership.

Following the path we have chosen, let's consider the next component of the leader's personality - abilities. M. Shaw divides abilities into general (intelligence) and specific (knowledge, skills, etc.).

According to E. Ghiselli, T. Kono, the relationship between intelligence and leadership effectiveness is curvilinear, as a rule, the most effective leaders are not those with excessively high or low indicators, but those with intermediate grades.

The specific abilities of the leader's personality include special skills, knowledge, competence, awareness.

The third component - the personality traits of the leader is represented by the following personal characteristics (the most common in studies as determining the effectiveness of leadership):

dominance, as the desire to influence subordinates, while the influence of the leader, based on means of both a social, formal organizational and psychological nature, should find an internal response from subordinates;

self-confidence, giving subordinates a basis for a sense of stability, and other leaders - the basis for business cooperation;

emotional balance, control of their emotional manifestations, the adequacy of the emotions shown;

· stress tolerance;

Creativity, the ability to creatively solve problems, which is especially important for innovation;

· the desire to achieve, involves the assumption of responsibility in solving the problem, the desire for a moderate, predictable risk, the need for specific feedback;

entrepreneurial spirit;

Responsibility, which includes, on the one hand, fidelity to the agreements, on the other hand, the high quality of the products;

Reliability in the performance of the task;

· independence, own point of view, own professional and human face;

Sociability, one of the most important characteristics of success, since the manager devotes about three-quarters of his working time to communication.

The above personality traits of an effective leader

R. L. Krichevsky adds the following managerial characteristics:

1. Breadth of views, global approach,

2. Long term vision and flexibility,

3. Energetic initiative and determination, including in conditions of risk,

4. Hard work and continuous study,

5. Ability to clearly formulate goals and attitudes, willingness to listen to the opinions of others,

6. Impartiality, disinterestedness and loyalty,

7. The ability to fully exploit the capabilities of employees through the correct placement and fair sanctions,

8. Personal charm,

9. The ability to create a team and a harmonious atmosphere in it,

10. Health.

L.I. Umansky studied organizational skills in the 70s and 80s.

In the course of the study of organizational abilities, 3 groups of qualities were identified that distinguish effective leaders:

1. Organizational flair (organizational insight) - the ability to understand people; appears in:

Psychological selectivity (i.e. observation, sensitivity to the psychological nature of people, the ability to take them into account in professional activities).

Empathy (the ability to empathize, understand the emotional state of a person).

Reflections (reflection; the ability to put oneself in the place of another person, to understand the course of his thoughts and motives for actions).

Practical psychological mindset (interest in the psychological qualities of other people and willingness to use psychological knowledge in practice).

Psychological tact (sense of proportion, boundaries of behavior in interaction with others).

2. Emotional-volitional impact(the ability to influence other people through an emotionally sensitive sphere):

Social energy is the ability to charge the people around you with your energy.

High demands - the ability to make high demands on others in order to achieve certain results.

Criticality - the ability to fix deviations from the norm and express opinions about deviations.

3. Propensity for organizational activity- human need for organizing activities, spontaneous manifestation of organizational activity, speech activity, a high degree of participation in activities, taking responsibility for the results.

According to T. Kono, the most effective is an innovative and analytical leadership style that can ensure organizational survival in the face of the most intense market competition. This leadership style implies: dedication to the organization, energy and innovation, sensitivity to new information and ideas, generating a large number of ideas and alternatives, quick decision making and good integration of collective actions, clarity in the formulation of goals and attitudes, willingness to consider the opinions of others, tolerance for failure .

A. V. Kuznetsov considers another style variant of the modern effective leader - participatory (or participatory) management. This leadership style has the following characteristics:

1. Regular meetings of the head with subordinates;

2. Openness in relations between the leader and subordinates;

3. Involvement of subordinates in the development and adoption of organizational decisions;

4. Delegation of a number of powers by the head to subordinates

5. Participation of frontline workers in both planning and implementing organizational change

6. Creation of special group structures, endowed with the right of independent decision-making

Providing the employee with the opportunity to autonomously (from other members of the organization) develop certain problems, formulate new ideas, thereby contributing to the development of innovative processes.

F. Fiedler developed a "probabilistic model of leadership effectiveness", in which the effectiveness of the leadership style is mediated by the degree of control the leader has over the situation in which he acts. The situation in this model has three parameters:

1. The degree of favorable relations between the leader and subordinates.

2. The magnitude of the position of power (influence) of the leader in the group (including his ability to control the actions of subordinates and use various means of stimulating their activity).

3. The structure of the group task (including the clarity of the goal, the ways and means of achieving it, the presence of a plurality of solutions, the possibility of checking their correctness).

According to this model, a leader of a directive type is most effective in situations with high or low situational control (SC), a leader prone to collegial management methods is most effective in situations with moderate SC.

R. L. Krichevsky notes that the adherents of this approach measure the leadership style using a special scale, the indicators obtained in this case can have several interpretations. According to one of them, this is a characteristic of the style of leadership, according to others - the personality of the leader. Thus, the influence of not only the style, but also the personal characteristics of the leader on the effectiveness of the work of the team is carried out according to the principle of probabilistic connection.

Concluding the consideration of the psychological portrait of an effective leader, let's move on to the third variable - the authority of the leader.

According to the research of Yu. P. Stepkin, one should talk about three forms of the leader's authority: moral, functional and formal.

Formal (official, official) authority is due to the set of powers, rights that the position gives to the leader. Such authority in its purest form is capable of providing no more than 65% of the leader's influence on his subordinates.

The psychological authority of the leader, which includes the moral and functional aspects of authority, is not only a condition for the effectiveness of the leader, but also the result of his personal, stylistic and other life manifestations in the team he leads.

Numerous studies show that team satisfaction with intra-organizational relations is higher with a democratic management style. Authoritarian leadership has a negative impact on the socio-economic climate in the team. At the same time, it is observed that discipline is most developed in teams with a democratic and authoritarian style of management, and the least - with a liberal style of leadership.

The effectiveness of a particular management style is determined by the specific conditions of the leader's activity, which, as a rule, are changeable - the transition to an authoritarian style is justified only under unfavorable conditions for performing tasks, in other cases, the democratic style is more productive, the least effective is the liberal (permissive) style.

Thus, a manager who wants to work effectively cannot afford to apply any one style of leadership throughout his career. The manager must learn to use different styles, methods and types of influence that are most suitable for specific situation, for a specific team and the tasks facing it.

The best leadership style is one that is reality oriented. In the literature, an “effective” leadership style is one that changes depending on the situation. Therefore, no leadership style can be considered the most effective. An effective leader is one who can adapt the principles of management to the current needs of production, taking into account unforeseen situations. The functional component (meaning its content) is relevant to the specifics of the tasks solved by the team, its main goals. The result of a productive holistic contribution of the leader will ultimately be an increase in the effectiveness of group activities.

Thus, summarizing all of the above, we can conclude that three important variables form the basis of the psychological portrait of a leader: personality, leadership style, authority. Each of these variables, having its own characteristics, largely affects the effectiveness of the leader.

Conclusion

A common feature of the managerial activity of the head is the right to legitimately dictate, impose his will, opinion on the object of management through a system of administrative, economic, power mechanisms.

Regardless of the form of ownership of the enterprise, the head, on the one hand, is objectively built into the system of state power, which sees in his activity the support of the political regime, the source of tax revenues, the foundation of social stability. On the other hand, the manager is subject to economic laws, is forced to look for sales markets, minimize costs, pay taxes, look for customers and fight competitors. Success or failure in the activities of the institution directly depends on the effectiveness and correctness of its decisions. The enterprise may even be planned and unprofitable, but this does not lead to a change in the management style.

The essential difference between managerial activity and other forms of human activity is the adoption of socially significant decisions affecting the interests of many people and responsibility for their correctness and effectiveness to the owner. The resolution of the contradiction between the general and particular characteristics of managerial activity, as well as the influence of the leader's personal qualities on the decision-making mechanism, is expressed by the concept of "management style". It is important to emphasize the integral nature of the decision-making process, which requires special personal qualities.

In the style of management, both general, algorithmic operations, as well as single, unique ones, reflecting the individual characteristics of the manager's professionalism, are fixed. They characterize his behavior not in general, but typical, "stable, invariant in him, constantly manifesting itself in various situations."

AT recent times assessments of management styles among researchers have changed significantly. If liberal and authoritarian were not so long ago characterized mainly negatively, and democratic was considered the most positive, now it is understood that the optimal management style is one that brings more profit to the enterprise, ensures the stability of production, and the progressive nature of the development of the company. Increasing attention is paid to the subjective, psychological features of the manifestation of the manager's professional activity, his personal characteristics. Russian psychologist

R. Shakurov notes that each individual mental quality is not included in the composition of the style in its entirety, but only to the extent and form in which it is necessary for this activity. The forms and degree of manifestation of mental properties are regulated quite strictly, since managerial roles have an increased social significance. This does not change the general position that the effectiveness of the manager's decisions in a specific production situation depends primarily on objective external conditions and factors.

Since there are many views on management styles, in terms of results, it is necessary to strive for their synthesis. A good result can be achieved not only through the effective management of people, but also simply under the influence of chance.

Management efficiency is influenced by both internal and external factors (Table 3).

Table 3

Factors affecting the effectiveness of management

Table 3 continued

Economic, political crises affecting the efficiency of the enterprise	Employee absenteeism, unmotivated absences and loss of working time
Socially Significant Events	Diseases of managers and employees
Structural changes in society	Events held by the trade union movement (strikes, rallies, etc.)
Adverse weather conditions	Industrial conflicts
Situation in the labor market: surplus of specialists, unemployment, insufficient qualification of workers	Dismissing or hiring new employees
Government measures to regulate social processes at the expense of employers	Expansion or contraction of the organization's activities
Repressive and aggressive to business legislation	Malfunctions of machinery and equipment, office equipment, communications
Migration processes that worsen the quality of the population	Criminal behavior of customers or staff: theft, fraud, embezzlement, technical vandalism
Sharp fluctuations in financial markets	Actions of influential persons assisting or interfering with the activities of the organization (lobby)
Unexpected changes in the market conditions for energy resources and raw materials	Factors of property protection and labor safety
Changes in the balance of political forces influencing the industrial policy of the state	Social initiatives of the team, invention and rationalization
New technologies for the production of goods and services	Development of management strategies, coordination of development plans with the team
Trade Union Requirements for Safety and Working Conditions	Administrative control, reward and penalty system
The influence of the media on the formation of the image of the enterprise and its management	Positive motivation for creative and productive work of employees

Effective leaders are people who are well aware of their personal strengths and weaknesses. Realizing them, they try to maximize their strengths and minimize the consequences of their shortcomings. Self-education is the development of appropriate personal qualities in oneself, and it begins with the awareness of one's shortcomings, stereotypes of consciousness, delusions, internal barriers, barriers and their overcoming.

An effective leader acts according to a plan that provides for all his main actions, his relationship with subordinates, and also allocates time to think about promising issues and time to improve his skills. He soberly assesses the results of his activities and admits his mistakes. He listens carefully to any criticism and suggestions of subordinates. A leader who neglects fair criticisms inevitably opposes himself to the team and, ultimately, loses the ability to manage effectively. The basis of the true authority of a leader is knowledge and skills, integrity and humanity, courage and determination, since nothing compromises a leader like lack of initiative and cowardice, fear of responsibility and constant expectation of instructions from above on what and how to do.

There are no "bad" or "good" management styles. The specific situation, type of activity, personal characteristics of subordinates, and other factors determine the optimal ratio of each style and the prevailing leadership style. A study of the practice of managing organizations shows that each of the three leadership styles is present to one degree or another in the work of an effective leader.

Speaking about the psychological portrait of an effective leader, one cannot limit oneself to a list of qualities, since there are factors that influence the formation of the leader's personality as an effective manager. The leadership style most appropriate to the situation and preferred by subordinates depends on the personal qualities of subordinates and the requirements of the external environment. If subordinates have a strong need for self-respect and belonging, then a support style (focused on human relations) will be most appropriate. If the subordinate has a need for autonomy and self-expression, he prefers an instrumental (task-oriented) style.

Therefore, it is impossible to describe the universal psychological portrait of an effective leader without considering the specifics of the field of activity, the characteristics of the managed team, and the tasks that the leader has to solve.

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