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

Siberian Federal University

Federal State Educational Institution

higher vocational education

Institute of Pedagogy, Psychology and Sociology

department 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, imbued with you, 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.

The head is a person who directs and coordinates the activities of performers who must obey him without fail and, within the established authority, 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. It's a special kind 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

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 in an authoritarian style of leadership it is possible to perform in quantitatively twice the amount of work than under democratic conditions, but the quality of work, originality, novelty, the presence of elements of creativity will be lower by the same order. 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 on the need to stimulate creativity performers to solve the tasks, the most preferable liberal style of management. 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 in comparison with the internal satisfaction received by subordinates from the opportunity to realize their potential and Creative skills. 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 lack 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 are "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" management style 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 proper 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 research teams, the basis of success lies precisely in this.

The leader 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 between 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 estimates that meet the requirements for a particular position provided for by the organization's staffing table, and, comparing with them expert opinions qualities of applicants, to 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 authority 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

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 accepts in relation to him necessary measures impact and further carries out their correction 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 by everyone possible ways, 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 leader.

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, the style is adaptive, 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. Obey and seek mutual language with superiors will have to do 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 compiled many classifications of leaders, but the very first and, accordingly, the classic classification is 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 smoking rooms, discussing last news. Posters of creative content are hung over the tables of employees. Motto: "We are a team!" is in the air. Democrat convenes meetings to develop and adopt common solutions. 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

domination professional competence before 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 the manager, working conditions, salary and 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 how effective leaders are. 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 evidence-based 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 on 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- a person's need for organizational activity, spontaneous manifestation of organizational activity, speech activity, high degree participation in activities, taking responsibility for 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 ideas and alternatives, quick decision-making and good integration of collective actions, clarity in the formulation of goals and attitudes, willingness to take into account 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 and rights that the position gives to the leader. Such authority in pure form is able to provide 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 leader must learn to use different styles, methods and types of influence that are most suitable for a particular situation, for a particular 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 the leader's productive holistic contribution 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 style of management.

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 manifested 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 characteristics manifestations 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. It doesn't cancel general position that the effectiveness of 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

Effective leaders are people who are well aware of their personal strengths and weaknesses. Realizing them, they try to make the most of 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 his subordinates, and also allocates time to think about promising issues and time to improve his skills. He soberly evaluates 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.

Bibliography

1. Bazarova T.Yu., Eremina B.L. Personnel Management. M.: Ed. "Unity", 2001.

2. Blake P.P., Mouton J.S. Scientific methods of management. Kyiv, 1990.

3. State educational standard of higher professional education. M., 1995 - S. 258-262.

4. John O "Shaughnessy Principles of organization of company management. Theory of F. Fiedler.

5. Iosefovich N. You are the boss! How to become a smart leader. M.: Perseus: Veche: AST, 1995. - 384 p.

6. Kabushkin N.I. Fundamentals of management: Proc. allowance - 4th ed. Mn.: New knowledge, 2001. - 241 p.

7. Knyshova E.N. Management: Tutorial. M.: FORUM: INFRA-M, 2005. - 67 p.

8. Krichevsky R. L. If you are a leader… Elements of psychology of management in everyday work. M.: Delo, 1996. - 384 p.

9. Motivating management / Ed. R. Kh. Shakurova. Ros. Academician of Education, Institute of Environment. specialist. Education, 1996. - 56 p.

10. Organizational psychology / Comp. and general ed. L. V. Vinokurova,

I. I. Skripyuk. St. Petersburg: Peter, 2000. - 512 p.

11. Fundamentals of Management: Textbook for High Schools / Ed.

A.A. Radugina - M: Center, 1998 - 36 p.

12. Psychology and ethics business communication/ Ed. V.Yu. Doroshenko, L.I. Zotova, V.N. Lavrinenko and others; Ed. prof. V.N. Lavrinenko. - 2nd ed., revised. and additional M.: Culture and sport, UNITI, 1997. - 279 p.

13. Pugachev V.P. Personnel management of the organization. - M.: Aspect Press. - 2000. - S. 135.

15. Sobchik LN Psychology of individuality. Theory and practice of psychodiagnostics. St. Petersburg: Speech, 2005. - 624 p.

16. Trenev N.N. Strategic management M.: "Izd. PRIOR, 2000

17. Udaltsova M. V. Sociology of management: Textbook. M.: INFRA-M, 1998. - 144 p.

18. Umansky L.I. Personality. Organizational activity. Collective: Selected Works. Kostroma: Kostroma Publishing House. state un-ta, 2001.

19. Shekshnya S.V. Personnel management of a modern organization. Educational and practical guide. M .: CJSC "Business School", 1999.