What is leadership style? Situational leadership.

LEADING STYLE

- English style of management; German Fuhrungsstil/Leitungsstil. A typical system of methods for influencing subordinates for a manager. K. Levin identified three types of social reforms: authoritarian (rigid management methods, suppression of any initiative and discussion of decisions made, etc.), democratic (collegiality, encouragement of initiative, etc.) and anarchic (refusal of management, removal from management, etc.).

Antinazi. Encyclopedia of Sociology, 2009

See what “MANAGEMENT STYLE” is in other dictionaries:

leadership style- see leadership: style. Dictionary practical psychologist. M.: AST, Harvest. S. Yu. Golovin. 1998 ... Great psychological encyclopedia

Generalized types of behavior of a leader in relations with subordinates in the process of achieving goals (autocratic, democratic) ... Glossary of crisis management terms

leadership style- vadovavimo stilius statusas T sritis Kūno kultūra ir sportas apibrėžtis Būdas, kurį vadovas pasirenka padėdamas grupei (komandai) vykdyti užduotį ir tenkinti jos poreikius. atitikmenys: engl. leadership style vok. Stil der Leistungstätigkeit, m… … Sporto terminų žodynas

LEADING STYLE- English style of management; German Fuhrungsstil/Leitungsstil. A typical system of methods for influencing subordinates for a manager. K. Levin identified three types of social reform: authoritarian (rigid management methods, suppression of any initiative and discussion... ... Dictionary in Sociology

LEADING STYLE- systematic manifestation of k.l. personal qualities of a leader in his relationships with subordinates, in ways of solving business problems. The framework of the formal organization (see) constitutes a certain range for the choice of the leader of one or another line... ... Russian Sociological Encyclopedia

LEADING STYLE- see MANAGEMENT STYLE... Large economic dictionary

Leadership style- a set of methods used by a manager to influence subordinates, as well as the form (manner, nature) of using these methods... Modern educational process: basic concepts and terms

LEADING STYLE- a set of methods used by a manager to influence subordinates, as well as the form (manner, nature) of using these methods. It is determined mainly by three parameters: the personality characteristics of the leader, the maturity of the team and... ... Eurasian wisdom from A to Z. Explanatory dictionary

LEADING STYLE- a system of influence typical for a leader (manager, teacher) on followers (subordinates, students) ... Pedagogical dictionary

Books

• Management. The Science and Practice of Constructive Leadership
• Management: the science and practice of constructive leadership, Brass Alexander Alexandrovich. The manual examines the essence and subject of modern management, its principles, functions and methods. The requirements for a modern leader, leadership style,…

Leadership is a special case of management, a set of processes of relationships between superiors and subordinates, teacher and student. The main task is to encourage employees (children) to take active action, influencing the collective and The effectiveness of this process, as a rule, depends on the leadership style. It is also necessary to take into account that each person has a natural inclination or developed skills in communicating with people. This criterion significantly influences the formation of management style. Let's look at this issue in more detail.

Concept of leadership style

Management style - features of behavior and communication of a manager in relation to subordinates. The manager, using it correctly, will be able to influence employees and force them to do what is necessary at the moment. B modern science Several concepts have emerged that consider the basics of the formation and application of management styles. Their functioning is influenced by specific conditions and circumstances, which we will consider further. Traditionally, authoritarian, democratic and liberal leadership styles are distinguished.

However, as practice shows, they rarely function in pure form, since human behavior is influenced large number factors (both external and internal).

Features of manifestations and forms of mixing leadership styles

Firstly, the manager works with subordinates who differ in educational and cultural levels, worldview, personal and emotional make-up. Let us note one of the most well-known patterns. The lower the qualifications and level of culture an employee has, the easier he will accept an authoritarian leadership style. On the contrary, a subordinate who is democratic by nature, emotional and open in behavior, will not work well with a leader who prefers a tough management style and unquestioning submission.

Secondly, the management style is influenced by the specific prevailing conditions, the degree of maturity of the team and its cohesion. Thus, in a critical situation, a democratic manager will often be forced to use harsh methods of managing employees. At the same time, in a calm environment, he can do everything using a liberal leadership style.

Thirdly, the presence of practical experience and the cultural level of a manager are often decisive when choosing the main areas of management. An authoritarian leader can often act friendly and open. On the contrary, a democratic person, due to insufficient upbringing or the inability to behave correctly in a team, is capable of disrespecting his subordinates. Very often, indecisive managers demonstrate passivity in their behavior and examples of a liberal leadership style. By acting in this way, they relieve themselves of responsibility for the results of the company's activities.

Authoritarian (directive) leadership style in an organization

• high centralization of management;
• unity of command when making decisions, choosing goals and means of achieving them;
• the manager is responsible for the results of the company’s activities, does not trust his subordinates and does not ask their opinions or advice;
• the main form of employee stimulation is instructions and punishments;
• strict control over the activities of each subordinate;
• inability and unwillingness to take into account the interests of employees;
• In the process of communication, harshness, an unfriendly tone, tactlessness and often rudeness are predominant.

The clear advantages of using a directive management style are: maximum concentration of all types of resources, the presence of order and the ability to predict the final result even in difficult situation. However, the containment of individual initiative and the one-way movement of the flow of orders from top to bottom lead to the fact that feedback absent with subordinates. This often leads to the formation of passive and disinterested employee behavior in the company’s results.

Democratic (collegial) leadership style in the organization

Its characteristic features are the following:

• the manager’s desire to develop decisions agreed upon with employees and deputies;
• distribution of responsibilities and powers between subordinates;
• stimulating employee initiative;
• regular and timely informing the team on all important issues;
• friendly and polite communication;
• the presence of a favorable psychological climate in the team;
• Reward for employees is the achievement of a positive result by the company.

The manager always listens and uses any constructive proposal, organizing a wide exchange of information, involving subordinates in all matters of the organization. However, responsibility for decisions made will not be transferred to employees. The environment created by a democratic leader contributes to the fact that the manager’s authority is supported by his personal authority.

Liberal leadership style: pros and cons

This type is distinguished by a variety of forms, the choice of which depends on many factors. First, let's look at its features. The liberal leadership style is characterized by the following features.

Firstly, there is minimal participation of the manager in the process of managing the team. Subordinates have freedom, they are left to their own devices. The work of employees is rarely monitored. This characteristic of a liberal leadership style, such as detachment from the company's problems, often leads to the loss of managerial functions and ignorance of the real state of affairs.

Secondly, issues and problems are resolved only by the team, and its opinion is accepted as an unwritten law. With a liberal leadership style, the manager usually follows it, as do the rest of the employees.

Thirdly, communication with subordinates is carried out only confidentially; the manager uses persuasion, persuasion and tries to establish personal contact.

The liberal leadership style is not chosen by chance. Usually it becomes optimal in certain situations and with certain characteristics of the team. Let's highlight some mixed forms.

Liberal democratic management in the organization

The liberal democratic leadership style implies that the manager completely trusts his subordinates. Moreover, only at first glance does it seem that such a state of affairs can lead to a lack of management of the company.

This mixed liberal leadership style is characterized by the fact that the executors, most likely, understand all the intricacies of professional activity better than the boss. It is usually popular in creative teams in which employees need independence and self-expression.

Authoritarian-liberal leadership style in an organization

Characterized by a certain ambivalence when making decisions. On the one hand, the manager provides his employees with maximum freedom in making decisions. production issues. But at the same time, he demands positive results, without delving into problems and without placing responsibility on himself.

Such leadership often leads to self-will and anarchic behavior of his deputies towards employees.

in teaching activities

A teacher who demonstrates it in communication with students is focused on the development of students. It involves each student in a common task. This style is one of the most effective ways organizing interactions between schoolchildren and teachers. The teacher relies on the initiative of the class.

Authoritarian management style in teaching activities

The teacher usually makes decisions and eliminates problems in the life of the class team. The teacher considers it necessary to determine any specific goals, based on his ideas. He very strictly controls the process of completing any task and subjectively evaluates the results that have been achieved. This style is the implementation of guardianship and dictatorship tactics. If schoolchildren take a position of opposition, the teacher begins confrontation.

Liberal management style in teaching activities

It is often described as lenient and anarchic. Liberal style pedagogical leadership characterized by the fact that the teacher rarely takes responsibility. He usually performs his duties formally, withdraws himself from the process of managing the class team, avoids mentoring and education, limiting himself to performing exclusively teaching functions.

The liberal leadership style implements non-interference tactics and demonstrates indifference and disinterest in the problems of the school community. Naturally, such an approach cannot remain without consequences. The liberal leadership style is characterized by the loss of respect for students and control over them, and the deterioration of discipline. Such a teacher is not able to influence positively personal development schoolchildren.

Afterword

Each person, depending on their views, character, and individual psychological characteristics, develops their own management style. The choice of an effective direction is determined by a variety of factors:

• The authoritarian style is recommended to be used when a leadership crisis has emerged in the organization and the situation is getting out of control;
• democratic - is optimal when the working group is mature enough, works at an established pace, and there is discipline and order;
• a laissez-faire leadership style is necessary if the work group is to operate effectively on its own.

Leadership style- the behavior of a leader towards subordinates in order to influence them and encourage them to achieve the goals of the organization.

According to Likert theory, there are four leadership styles:

Exploitative-authoritarian: the leader has clear characteristics of an autocrat, does not trust his subordinates, rarely involves them in decision making, and creates the tasks himself. The main incentive is fear and the threat of punishment, rewards are random, interaction is based on mutual distrust. Formal And informal organization are in conflict.

Paternalistic-authoritarian: The leader favorably allows subordinates to have limited participation in decision making. Reward is actual and punishment is potential, and both are used to motivate workers. Informal organization is partly opposed to formal structure.

Advisory: The leader makes strategic decisions and, showing trust, delegates tactical decisions to subordinates. Limited inclusion of workers in the decision-making process is used for motivation. Informal organization does not coincide with formal structure only partially.

Democratic The leadership style is characterized by complete trust and is based on the widespread involvement of personnel in the management of the organization. The decision-making process is dispersed across all levels, although integrated. The flow of communications goes not only in vertical directions, but also horizontally. Formal and informal organizations interact constructively.

50 Democratic management style (collegial)

Democratic style management is characterized by the distribution of powers, initiative and responsibility between the manager and deputies, the manager and subordinates. A leader of a democratic style always finds out the team’s opinion on important production issues and makes collegial decisions. Team members are regularly and timely informed on issues that are important to them. Communication with subordinates takes place in the form of requests, wishes, recommendations, advice, rewards for high-quality and efficient work, in a friendly and polite manner; orders are applied as necessary. The leader stimulates a favorable psychological climate in the team and defends the interests of subordinates.

Democratic management style is a leadership style in which the manager develops directives, commands and orders based on proposals developed by a general meeting of employees or a circle of authorized persons.

DEMOCRATIC: CONSULTATIVE AND PARTICIPATIVE

Organizations in which the principle of democratic leadership dominates are characterized by a high degree of decentralization of powers, active participation of employees in decision-making, and the creation of conditions under which the performance of official duties is attractive to them, and success is a reward.

A true democratic leader tries to make the responsibilities of subordinates more attractive, avoids imposing his will on them, involves them in decision making, and provides freedom to formulate their own goals based on the ideas of the organization.

Within "advisory" the manager is interested in the opinions of his subordinates, consults with them, and strives to use the best that they offer. Among incentive measures, encouragement predominates; punishment is used only in exceptional cases. Employees are generally satisfied with this management system, despite the fact that most decisions are actually prompted to them from above, and usually try to provide their boss with all possible assistance and moral support in necessary cases.

"Participative" a form of democratic management presupposes that the manager fully trusts his subordinates in all matters (and then they respond in kind), always listens to them and uses all constructive suggestions, involves employees in setting goals and monitoring their implementation. At the same time, responsibility for the consequences decisions taken is not transferred to subordinates. All this brings the team together.

Typically, a democratic management style is used in the case when the performers are well, sometimes better than the manager, understand the intricacies of the work and can bring a lot of novelty and creativity to it. A democratic leader, if necessary, can compromise or abandon a decision altogether if the subordinate’s logic is convincing. Where an autocrat would act by order and pressure, a democrat tries to convince and prove the feasibility of solving the problem and the benefits that employees can receive.

At the same time, the internal satisfaction received by subordinates from the opportunity to realize their creative abilities acquires paramount importance. Subordinates can independently make decisions and look for ways to implement them within the framework of the powers granted, without paying much attention to the details.

As a rule, the environment created by a democratic leader is also educational in nature and allows one to achieve goals at low cost. There is a positive resonance of power: the authority of the position is reinforced by personal authority. Management occurs without harsh pressure, relying on the abilities of employees, respecting their dignity, experience and skills. This creates a favorable moral and psychological climate in the team.

Research has shown that in an authoritarian style, you can get about twice as much work done as in a democratic style. But its quality, originality, novelty, and the presence of creative elements will be the same order of magnitude lower. From this we can conclude that the authoritarian style is preferable for simpler types of activities focused on quantitative results, and the democratic style is preferable for complex ones, where quality comes first.

Subsequent developments led to the justification of two new styles, in many ways close to authoritarian and democratic.

The style in which the manager is focused on solving the task assigned to him (distributes tasks among subordinates, plans, draws up work schedules, develops approaches to their implementation, provides everything necessary, etc.) is called task-oriented(instrumental). A style when a leader creates a favorable moral and psychological climate, organizes working together, emphasizes mutual assistance, allows performers to participate as much as possible in decision making, encourages professional growth, etc. got the name focused onsubordinates (human relations).

Subordinate oriented A leadership style close to democratic helps to increase productivity, as it gives scope to people’s creativity and increases their satisfaction. Its use reduces absenteeism, creates higher morale, improves team relationships and the attitude of subordinates towards management.

Potential Benefits task-oriented leadership style, in many ways similar to an authoritarian one. They consist in speed of decision-making and actions, strict control over the work of subordinates. However, it puts performers in a position of dependence, generates their passivity, which ultimately leads to a decrease in work efficiency.

The manager here mainly informs subordinates about their responsibilities and tasks, determines how they need to be solved, distributes responsibilities, approves plans, sets standards, and controls.

Typically, managers use either a democratic style focused on human relations, or authoritarian - work-oriented.

LIBERAL MANAGEMENT STYLE(BUREAUCRATIC)

Liberal style management is characterized by the lack of active participation of the manager in the management of the team. Such a leader “goes with the flow,” waits or requires instructions from above, or falls under the influence of the team. He prefers not to take risks, “keep his head down,” avoids resolving urgent conflicts, and strives to reduce his personal responsibility. He lets his work take its course and rarely controls it. This leadership style is preferable in creative teams where employees are independent and creative.

Liberal management style is a leadership style in which the manager develops directives, commands and orders that are subject to strict execution by the people subordinate to the manager on the basis of his own opinion, taking into account the opinions of subordinates.

LIBERAL, INCLUDING BUREAUCRATIC

In the same place we're talking about about the need to stimulate the creative approach of performers to their work, the most preferable liberal stylemanagement. Its essence is that the manager sets a task for his subordinates, creates the necessary organizational conditions for work, defines its rules and sets the boundaries of the solution, while he himself fades into the background, reserving the functions of a consultant, arbiter, expert who evaluates the results obtained and in case of doubts and disagreements between performers, makes the final decision. It also provides employees with information, encouragement, and training.

Subordinates, freed from intrusive control, independently make the necessary decisions and look for ways to implement them within the framework of the powers granted. Such work allows them to express themselves, brings satisfaction and creates a favorable moral and psychological climate in the team, generates trust between people, and promotes the voluntary assumption of increased obligations.

The use of this style is becoming increasingly widespread due to the growing scale scientific research and experimental design developments carried out by highly qualified specialists. They do not accept command, forceful pressure, petty supervision, etc.

In leading companies, coercion gives way to persuasion, strict control to trust, and submission to cooperation. Such soft management, aimed at creating “managed autonomy” of departments, facilitates the natural application of new management methods, which is especially important when creating innovations.

At the same time, this style can easily be transformed into bureaucratic, when the manager completely withdraws from affairs, transferring them into the hands of “promotes”. The latter manage the team on his behalf, using increasingly authoritarian methods. At the same time, he himself pretends that power is in his hands, but in reality he becomes more and more dependent on his volunteer assistants. A sad example of this is army hazing.

IN real life There is no “pure” leadership style, therefore, each of those listed contains elements of the others to one degree or another.

One can understand why both the autocratic approach and the human relations approach have won many supporters. But now it is already clear that both those and other supporters committed exaggerations, drawing conclusions that were not fully supported by the facts. There are many well-documented situations where the benevolent-autocratic style has proven to be very effective.

The democratic style has its own attractive sides, successes and disadvantages. Of course, many organizational problems could be solved if improved human relations and worker participation in decision making always led to greater satisfaction and higher productivity. Unfortunately, this does not happen. Scientists 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.

It is clear that the relationship between leadership style, satisfaction and performance can only be determined through long-term and extensive empirical research.

There are no “bad” or “good” management styles. The specific situation, type of activity, personal characteristics of subordinates and other factors determine the optimal balance of each style and the prevailing leadership style. Studying the practice of managing organizations shows that in work effective leader Each of the three leadership styles is present to varying degrees.

Contrary to popular stereotypes, the prevailing leadership style is largely independent of gender. There is a misconception that women leaders are softer and focused primarily on supporting good relations with business partners, while male managers are more aggressive and result-oriented. The reasons for the division of leadership styles may be more likely to be personality traits and temperament, rather than gender characteristics. Successful top managers - both men and women - do not adhere to just one style. As a rule, they intuitively or quite consciously combine different leadership strategies.

adaptive style, that is, a style focused on a specific reality determined by the external environment, the capabilities of subordinates, the characteristics of the problem being solved, the resources and capabilities of the organization.

Four adaptive control schemes

Project Scope Management. Solutions evolve from user specifications, and user specifications evolve from proposed solutions (anti-schema: requirements are precisely and completely defined in advance).

Regularity of the process. The regulation of the process and controls varies from weak to strong (anti-scheme: throughout the project, the degree of regulation remains unchanged).

Quality of progress. Successful projects are characterized by an alternation of advances and retreats (anti-scheme: as a pre-drawn plan is blindly implemented, 90% of the allocated funds are spent without noticeable deviations).

Quality control. Throughout the entire work on the project, intermediate versions are thoroughly tested (anti-scheme: testing is considered as something of secondary importance and is postponed until the final stages).

54 . The difference between a leader and a manager

Typically, a manager is a formal position, in which a person simply exercises control over the process. He makes sure that his subordinates do not make mistakes that would disrupt the well-functioning process.

Leadership is psychological phenomenon. Leadership is technology. It is impossible to be a formal leader. Leaders are not appointed. But a manager can become a leader.

Managers/Managers
Get your position	Take over leadership
Accept and support the status quo	Challenge the status quo
Strive for predictability and order	Committed to change
Realize goals	Shape the Vision
Organize activities for the implementation of the event	Create events
Act within the framework accepted in organizing rules, regulations, strategies, procedures	Act outside the boundaries of the organization’s rules, regulations, strategies, procedures
Motivate staff	Inspire people
Avoid risks	Taking risks
Develop the order, phasing of actions and deadlines for their implementation	Develop concepts and strategies
Monitor compliance with criteria	Develop criteria, set boundaries
Emphasis on tactics, structure	Emphasis on fundamental values, common goals
Organize staff	Bringing together like-minded people
Interested in performance	Interested in efficiency

Blake-Mouton management grid(English) Blake and Mouton leadership grid) - a concept developed at Ohio State University, was modified and popularized by Blake and Mouton, who constructed a grid (diagram) that included 5 basic leadership styles (Figure 1).

Rice. 1. Blake-Mouton Management Grid (matrix of leadership styles)

The vertical axis of this diagram ranks "concern for people" on a scale from 1 to 9. The horizontal axis ranks "concern for production" also on a scale from 1 to 9. Leadership style is determined by both of these criteria. In total we get 81 positions (9x9), i.e. 81 management style options. Each of the behavioral options when managing a company can be compared with any other from this matrix. Of course, it is impossible to clearly determine which quadrant of the matrix a given specific type of leadership belongs to. In reality, it is not necessary to do this, since it is impossible to extract a specific meaning from the quadrant number. Blake and Mouton described the five extreme and most characteristic positions of the matrix.

1.1 - fear of poverty (primitive leadership). Only minimal effort is required on the part of the manager to achieve the quality of work that will avoid dismissal.

This position characterizes a type of manager who has a rather cold attitude towards both his subordinates and the production process itself. He believes that a manager can always resort to the help of an outside expert or specialist. Such management of affairs will help to avoid conflicts and troubles, will create favorable conditions for the work of the manager himself, and, in addition, will expand the range of new ideas embodied in production. As a rule, such a manager cannot be called a leader, a beacon. He is rather simply “the guardian of his briefcase and chair.” But this state of affairs cannot last long. Sooner or later, the most serious difficulties will force you to either reconsider your leadership style or change the leader himself.

1.9 - holiday home (social leadership). The leader focuses on good, warm human relationships, but cares little about the efficiency of completing tasks. This position characterizes managers who devote special attention the needs and requirements of their subordinates, which cannot be said about the production process. Managers of this type believe that the basis for success lies in maintaining an atmosphere of trust and mutual understanding in the team. Such a leader, as a rule, is loved by his subordinates; they are ready to support their leader in difficult times. Personnel turnover in enterprises with this management style is very low, as is the number of absenteeism, and the level of job satisfaction is very high. Unfortunately, excessive trust in subordinates often leads to the adoption of half-hearted, ill-considered decisions, and production suffers as a result. Efficient subordinates very often abuse their confidence or even try to replace a soft-bodied leader.

9.1 - authority - subordination. The manager cares very much about the efficiency of the work performed, but pays little attention to the morale of his subordinates. This position is typical for managers who prioritize production and practically do not carry out any social activities. They believe that such activities are a manifestation of softness and lead to mediocre results. In addition, they believe that the quality of management decisions does not depend on the degree of participation of subordinates in its adoption. The positive features of managers of this type are a high level of responsibility, ability to work, organizational talent, and intelligence. However, a distance is constantly maintained between such a leader and his subordinates, there is often no direct connection and mutual understanding, and only a satisfactory level of group discipline is maintained.

5.5 - organization (production and social management). The manager achieves acceptable quality of task performance by finding a balance between efficiency and good morale. This position characterizes the type of leader who skillfully combines concern for people with concern for production. Such a manager believes that a compromise in all cases is best solution, it is the basis for effective management. Decisions must be made by the manager, but must be discussed and adjusted with subordinates. Control over the decision-making process is, as it were, compensation for workers for exercising control over their activities in the production process. The positive features of leaders of this type are constancy, interest in the success of their endeavors, innovative thinking, and progressive views. However, unfortunately, the progressiveness of views does not extend directly to the management style itself, which does not contribute to the development and movement forward of the entire production. The competitiveness of firms with this management style sometimes leaves much to be desired. As, indeed, are some aspects of the internal life of the team.

9.9 - team. Through increased attention to subordinates and efficiency, the leader ensures that subordinates consciously become involved in the goals of the organization. This ensures both high morale and high productivity. This position characterizes this type of leader who treats both people and the production he heads with equal care. Unlike the position manager (5.5), who believes that the key to success is compromise, this type of manager does not stop halfway. He strives to make every effort both in the field of social policy and in production itself. Moreover, they consider the active involvement of subordinates in the decision-making process to be the best way to increase productivity and improve the quality of products and services. This allows us to increase job satisfaction for all workers and take into account the slightest nuances that affect the efficiency of the production process.

Blake and Mouton assumed that the most effective leadership style—the optimal style—was a 9.9 leader. In their opinion, such a leader combines a high degree of attention to his subordinates and the same attention to productivity. They also realized that there are many activities where it is difficult to clearly identify a leadership style, but they believed that professional training and a conscious attitude to goals allowed all managers to move closer to the 9.9 style, thereby increasing their effectiveness.

The leadership style matrix is ​​undoubtedly the most popular approach to studying leadership styles. Not only is it a good combination of other studies on this topic, but it also provides a special opportunity for managers to evaluate their position and try to begin to move towards improving their management style.

Leadership style- a method, a system of methods of influence of a leader on subordinates. One of the most important factors for the effective operation of an organization, the full realization of the potential capabilities of people and teams. Most researchers identify the following leadership styles:

Directive style (authoritarian); Democratic style (collegial); Liberal style (permissive or anarchic). Directive management style characterized by high centralization of leadership and dominance of unity of command. The manager demands that all matters be reported to him and makes decisions alone or cancels them. He does not listen to the opinion of the team; he decides everything for the team himself. The predominant management methods are orders, punishments, remarks, reprimands, and deprivation of various benefits. Control is very strict, detailed, depriving subordinates of initiative. The interests of the business are placed significantly above the interests of people, harshness and rudeness predominate in communication. An authoritarian leadership style has a negative impact on the moral and psychological climate and leads to a significant decrease in the initiative, self-control and responsibility of employees Democratic management style characterized by the distribution of powers, initiative and responsibility between the manager and deputies, the manager and subordinates. A leader of a democratic style always finds out the team’s opinion on important production issues and makes collegial decisions. Team members are regularly and timely informed on issues that are important to them. Communication with subordinates takes place in the form of requests, wishes, recommendations, advice, rewards for high-quality and efficient work, in a friendly and polite manner; orders are applied as necessary. The leader stimulates a favorable psychological climate in the team and defends the interests of subordinates. Liberal management style characterized by the lack of active participation of the manager in team management. Such a leader “goes with the flow,” waits or requires instructions from above, or falls under the influence of the team. He prefers not to take risks, “keep his head down,” avoids resolving urgent conflicts, and strives to reduce his personal responsibility. He lets his work take its course and rarely controls it. This leadership style is preferable in creative teams where employees are independent and creative. There are no “bad” or “good” management styles. The specific situation, type of activity, personal characteristics of subordinates and other factors determine the optimal balance of each style and the prevailing leadership style. A study of the practice of leading organizations shows that each of the three leadership styles is present to varying degrees in the work of an effective leader.

Contrary to popular stereotypes, the prevailing leadership style is largely independent of gender. (There is a misconception that female managers are softer and focused primarily on maintaining good relationships with business partners, while male managers are more aggressive and results-oriented). The reasons for the division of leadership styles may be more likely to be personality traits and temperament, rather than gender characteristics. Successful top managers - both men and women - do not follow only one style. As a rule, they intuitively or quite consciously combine different leadership strategies.

29There are many options for classifying managers. Perhaps the most detailed (five main and three additional) were given by the English scientists R. Blake and D. Mouton. We now have to get to know her.

The first type: a leader who combines concern for production with indifference to people. Usually such a person is a pedantic professional who knows in advance how to achieve his goal and achieves it at any cost, directing all his activity and the strength of his subordinates to this. He constantly experiences the fear of losing authority and influence over the performers, therefore he concentrates all powers in his hands, demands blind obedience, and does not recognize other people’s points of view; obsessions

shows his will to his subordinates, rejects their advice, gives instructions on every little thing, makes decisions independently and never revises them.

Such a leader constantly interferes in the work of his subordinates, looks for mistakes and violations, with the goal of roughly punishing the guilty, so that a “prisoner-guard” relationship develops between them. He ignores lower-ranking managers in the same way as ordinary performers, “shuffles” them like a deck of cards, and tries to prove his superiority to his peers.

Such leaders are effective for working in critical situations when there is no time to think about decisions. In the short term, this gives a certain effect, but in the long term it can lead to a crisis, because the focus on repressive methods gives rise to protest, passivity, disguised sabotage among subordinates, and worsens the moral and psychological climate. However, this does not always take place because of the sympathy of subordinates or the reluctance to waste energy on resistance, the desire to get something from him or to relieve himself of all responsibility.

The career advancement of such managers is usually characterized by an average pace, but is more successful than that of most others.

The other type is a leader who cares as much as possible about people and minimally about production. He creates all the conditions to meet the needs of employees, whom he selects on the basis of personal sympathy, supports and helps them, willingly encourages them, strives to be on friendly terms with everyone, and alleviates pressure senior management creates a favorable moral and psychological climate. He does not like disruptions to his usual way of life or transformations, so he perceives predominantly the positive aspects of the situation, smoothing out problems and conflicts (which is not always reasonable). This earns a favorable attitude from subordinates. He strives to identify the desires and expectations of others, their way of thinking, therefore he actively consults with others, conducts endless discussions, listens to other people’s opinions, on the basis of which he makes, if possible, decisions that suit everyone, which he rarely controls.

Such a manager does not challenge others and agrees with other positions, despite having his own opinion. He is afraid of decisive actions and is in no hurry to take initiative, but he quickly responds to the initiative actions of others and enthusiastically fulfills their requests.

In a team, as a result of such leadership, less strict norms and rules are established, people begin to work coolly, strive for comfort, and avoid innovation, although everyone is given the opportunity to express and implement their ideas. As a result, the productivity and moral satisfaction of subordinates are low, and a career is possible only if management’s requirements are low.

The third type is a leader who is not oriented towards anything.

He is inert, indifferent, avoids conflicts, puts the brakes on controversial issues, takes the position of an outside observer and does not interfere in anything. This leader avoids making independent decisions about active actions, expecting that everything will be resolved by itself or that instructions will come from above, which he will faithfully pass on to the performers. The latter are given freedom, the opportunity to show some initiative (if they do not have to bear responsibility for this), and they do the work themselves, as they consider correct. Takes any performers and formally controls their work.

All this is typical for a person who is “reaching out” for retirement or who is disappointed in his work. He simply strives to survive and, for the sake of personal gain, maintain his place in the organization, and therefore does only the minimum of what needs to be done, based on his functional responsibilities, without attracting attention to himself. Therefore, his career advancement is slow. Typically, such a manager is ballast for the company.

The fourth type of leader according to the classification of R. Blake and D. Mouton is intermediate. He solves problems on the basis of compromise, strives for stabilization, balance and avoidance of extremes in order to make a good impression on others, but not to stand out from the crowd.

Therefore, he strives to preserve the existing situation, observes the accepted order and traditions, obscures contradictions, avoids open clashes and demands the same from subordinates, which ultimately leads to bureaucratization.

Such a leader does not command people who are selected according to the principle of compliance with the team, but directs their work by informing, instructing, setting tasks, persuasion, and delegating authority. He also strives to make decisions that suit everyone, without defending a single point of view and sacrificing his beliefs for the sake of the interests of the cause.

When monitoring, he does not look for shortcomings, but supports ideas aimed at improving work, prefers informal discussions and personal contacts with everyone in order to keep his finger on the pulse of the organization. All this helps him achieve moderate career success. But in the absence of official opinion, he feels constrained.

The fifth type manager synthesizes priorities. It attracts strategically minded employees who want to contribute to the achievement of the organization's goals, connects them to solving problems, taking into account their personal interests, helps to discover their abilities, and carries out a wide exchange of information and opinions. This ensures high activity, revealing the abilities of performers, primarily within the framework of collective creativity, and increases their job satisfaction.

Such a leader is sincere, direct, energetic, self-confident, decisive, concentrates attention on real problems, is in the process of constant search, strives for agreement and mutual understanding in the team. Characteristics of a leader

Leader characteristics are internal, personal qualities that contribute to effective leadership. The wide range of these characteristics includes value system, character, motives, habits, characteristics, style, behavior and skills.

Results-based leadership

A shortcoming of most leadership publications and textbooks is that little attention is paid to results. Typically, the emphasis is on organizational capabilities (adaptability, agility, purpose or value system as a basis) or leadership competencies (foresight, reputation, responsibility) and other typical traits, competencies and abilities. This is all well and good, but there is a serious omission - the lack of connection of these important abilities with results 1 . And this connection is what results-based leadership is based on: how a leader’s organizational abilities and competencies help achieve the desired results.

Being a mentor is the most important leadership talent

The new generation of leaders realize that autocracy no longer works, and that simply empowering employees is not enough. Mentoring has recently been rediscovered by some of the most innovative organizations and teams. You cannot be a leader without supporters, and therefore must delegate your authority appropriately. As a manager, you know better what to do to improve productivity and how competent each employee is. The purpose of mentoring is to improve the competence of employees. "This includes providing feedback as well as other techniques such as incentives, effective questioning, and consciously adjusting management style to suit the learner's readiness to take charge of a particular task" 10 ... Read more

Overleadership - leading others so that they lead themselves

The Superleader helps each of his followers develop into effective self-leaders by equipping them with the necessary knowledge and training them in appropriate behavior. “Superleaders set values, model, encourage, reward, and in many other ways develop the inner leader in employees, teams, and larger organizational structures 5.”

An important indicator of a leader’s personal success is the success of his like-minded people. A leader's strength is measured by his ability to promote self-leadership among employees. The first decisive step towards this goal is to start with yourself. To lead someone else, you first need to be able to manage yourself.

30 There is a so-called “professional ethics”, and in particular “business ethics”. We are talking about the norms of behavior of an entrepreneur, the requirements imposed by a cultural society on his style of work, the nature of communication with people, and social appearance. Business ethics are adapted to the practical needs of a businessman, information about basic ethical concepts, moral requirements for the style of work and the appearance of a business person. Business ethics is, first of all, the ethics of negotiating with partners; ethics of record keeping; use of ethical methods of competition. There is business etiquette, which is formed under the influence of traditions and certain prevailing historical conditions of a particular country. Business etiquette is certain norms regulating the style of work, the manner of communication between companies, the appearance of businessmen, the sequence and manner of negotiations, and so on. The work of the American sociologist L. Hosmer formulated modern ethical principles of business behavior, based on the axioms of world philosophical thought, which have passed centuries of testing by theory and practice.

There are ten such principles and, accordingly, axioms:

Never do anything that is not in your or your company's long-term interests (the principle is based on the teachings of ancient Greek philosophers (particularly Democritus) about self-interest combined with the interests of other people, and the difference between long-term and short-term interests).

Never do anything that cannot be said to be truly honest, open and true, which could be proudly announced throughout the country in the press and on television (the principle is based on the views of Aristotle and Plato about personal virtues - honesty , openness, moderation, etc.).

Never do anything that does not contribute to the formation of a sense of comradeship, since we all work for the same common goal(the principle is based on the commandments of world religions (St. Augustine), calling for kindness and compassion).

Never do anything that violates the law, because the law represents the basic moral norms of society (the principle is based on the teachings of T. Hobbes and J. Locke about the role of the state as an arbiter in competition between people for the good).

Never do anything that does not lead to good and not harm to the society in which you live (the principle is based on the ethics of utilitarianism (the practical benefits of moral behavior), developed by I. Bentham and J. S. Mill).

Never do anything that you would not recommend doing to others who find themselves in a similar situation (the principle is based on the categorical imperative of I. Kant, which declares the famous rule about a universal, universal norm).

Never do anything that infringes on the established rights of others (the principle is based on the views of J. J. Rousseau and T. Jefferson on individual rights).

Always act in a manner that maximizes profits within the limits of the law, market requirements and full consideration of costs. For the maximum profit, subject to these conditions, indicates the greatest production efficiency (the principle is based on economic theory A. Smith and the teachings of V. Pareto on the optimal transaction).

Never do anything that could harm the weakest in society (the principle is based on C. Rhodes' rule of distributive justice).

Never do anything that would interfere with another person’s right to self-development and self-realization (the principle is based on A. Nozick’s theory of expanding the degree of individual freedom necessary for the development of society).

31. Personnel reserve is specially selected company employees for further promotion (most often vertical, less often for horizontal rotations). This approach to working with personnel was typical for Soviet Union and is not typical for developed countries.

There are several models for forming a personnel reserve. 1. Drawing up a forecast of expected changes in the organizational and staffing structure. The formation of the reserve occurs in accordance with the need to fill vacant positions for a certain period of time. More often the planning period is 1–3 years. 2. Identification of key positions in the company and the formation of a reserve for all management positions, regardless of whether it is planned to replace the employees occupying them. The choice of option is made based on priority tasks, as well as financial and time resources. The first option is less expensive and faster in terms of implementation time, the second option is more reliable and holistic. At the same time, choosing the second option does not exclude making a forecast of possible changes - this procedure can be included as a stage in the process of creating a personnel reserve.

Several typologies of personnel reserve can be distinguished (by type of activity, speed of filling positions, level of preparedness, etc.), depending on the goals of personnel work, you can use either one or another typology. 1. By type of activity: development reserve - a group of specialists and managers preparing to work in new directions (with the diversification of production, the development of new products and technologies). They can choose one of two career paths - professional or managerial; functioning reserve - a group of specialists and managers who must ensure the effective functioning of the organization in the future. These employees are focused on a leadership career. 2. By time of appointment: Group A - candidates who can be nominated to higher positions at the present time; Group B - candidates whose nomination is planned in the next one to three years. Principles of formation and sources of personnel reserve. The formation of a personnel reserve is based on the following principles: - relevance of the reserve - the need to fill positions must be real. - compliance of the candidate with the position and type of reserve - requirements for the candidate’s qualifications when working in a certain position; - the candidate’s prospects - orientation towards professional growth, educational requirements, age limit, length of service in the position and career dynamism in general, health status. When selecting candidates for the reserve for specific positions, it is necessary to take into account not only general requirements, but also professional requirements that must be met by the head of a particular department, service, workshop, site, etc., as well as the specific requirements for the candidate’s personality based on analysis of the situation in the department, type of organizational culture, etc.

Sources of personnel reserve for management positions can be: - senior employees of the apparatus, subsidiary joint-stock companies and enterprises; - chief and leading specialists; - specialists who have appropriate education and have proven themselves in production activities; - young specialists who have successfully completed an internship. The first level of the personnel reserve is all specialists of the enterprise, the next level is deputy managers of various ranks. The main reserve consists of managers of various ranks.

As a rule, programs for working with personnel reserve include the following stages:

Analysis of the need for personnel reserve

Determination of requirements for reservists

Identification and assessment of candidates for the personnel reserve

Approval of the composition of the personnel reserve

Reservist training

Appointment of reservists

32. Career - moving up the career ladder, success in life.

A person builds his career himself, in accordance with the characteristics of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes.

There are several fundamental trajectories of a person’s movement within a profession or organization, which will lead to different types of careers.

Professional career - growth of knowledge, skills, abilities. A professional career can follow the line of specialization or transprofessionalization

Intraorganizational tier - associated with the trajectory of a person’s movement in the organization. It can go along the line:

vertical career - job growth;

horizontal career - promotion within the organization, for example, work in different departments of the same hierarchy level;

centripetal career - advancement to the core of the organization, the control center, increasingly deeper inclusion in decision-making processes.

There is a view on career growth as an achievement of human or professional incompetence, called the Peter principle.

Business career management is a set of activities carried out by the personnel service of an organization to plan the organization, motivate and control the career growth of an employee, based on the goals, needs and capabilities of the organization and the employee himself.

Business career management activities increase the employee’s dedication to the interests of the organization; increase labor productivity; reduce staff turnover and more fully reveal a person’s abilities.

Career management mechanism personnel - a set of means of influence and personnel technologies that ensure the management of the professional experience of personnel in an organization and the implementation of its career strategy.

Planning and control of a business career is that, starting from the moment an employee is accepted into the organization and ending with the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical advancement through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion. One form of career planning is the lifetime employment system, common in Japan. This system arose after the Second World War and proved its viability and effectiveness. The essence of the system is that a person, having received an education, goes to work for a company and works there until retirement. During this time, an employee can change several places, change his field of activity, advance in his career - and all this within the same company.

The Japanese are firmly of the opinion that a manager should be a specialist who can work in any part of the company, and not perform any separate function. When climbing the corporate ladder, a person should be able to look at the company from different angles, without staying in one position for more than three years. Many Japanese executives spent their early careers in unions. As a result of this policy, the Japanese manager has a significantly smaller amount of specialized knowledge, which in any case will lose its value in five years, and at the same time has a holistic view of the organization, supported by personal experience.

33. Intraorganizational career involves going through all stages of career growth (training, employment, professional growth, support and development of individual professional abilities, retirement) within one organization. This career can be specialized or non-specialized.

Interorganizational career presupposes that the employee goes through all stages of career growth in different organizations. It can be specialized or non-specialized.

Specialized Career differs in that the employee goes through various stages of his professional activity within the framework of one profession. The organization may remain the same or change.

Non-specialized career suggests that the different stages of its professional path The employee is qualified as a specialist with different professions and specialties. The organization can either change or remain the same.

Non-specialized careers are widely developed in Japan. The Japanese are firmly of the opinion that a manager must be a specialist capable of working in any area of ​​the company, and not in any particular function. When climbing the corporate ladder, a person should be able to look at the company from different angles, without staying in one position for more than three years. Thus, it is considered quite normal if the head of the sales department changes places with the head of the procurement department. Many Japanese executives worked in unions early in their careers. As a result of this policy, the Japanese manager has a significantly smaller amount of specialized knowledge (which in any case will lose its value in five years) and at the same time has a holistic view of the organization, supported by personal experience. An employee can go through the stages of this career either in one or in different organizations.

Vertical career involves rising from one level of the structural hierarchy to another. There is a promotion in position, which is accompanied by an increase in wages.

Horizontal career- type of career. Which involves moving to another functional area, expanding and complicating tasks, or changing a job role within one level of the structural hierarchy, accompanied by an increase in pay.

Stepped career- type of career - combining elements of a vertical and horizontal career. Stepped careers are quite common and can take both intra- and inter-organizational forms.

Hidden (centripetal) career- the type of career that is least obvious to others, suggesting movement into the core, towards the leadership of the organization. A hidden career is available to a limited number of employees, usually those with extensive business connections outside the organization. For example, inviting an employee to meetings that are inaccessible to other employees, meetings of both a formal and informal nature, an employee gaining access to informal sources of information, confidential requests, and individual, important instructions from management. Such an employee may hold an ordinary position in one of the divisions of the organization. However, the level of remuneration for his work significantly exceeds the remuneration for work in his position.

34.Career planning- one of the areas of personnel work in an organization, focused on determining the strategy and stages of development and promotion of specialists. This is the process of comparing a person’s potential capabilities, abilities and goals with the requirements of the organization, strategy and plans for its development, expressed in drawing up a program for professional and job growth. The list of professional and job positions in the organization (and outside it), which records the optimal development of a professional to occupy a certain position in the organization, is a career chart, a formalized idea of ​​what path a specialist must take in order to obtain the necessary knowledge and master the necessary skills for effective work at a specific location. Career planning in an organization can be done by the HR manager, the employee himself, or his immediate supervisor (line manager). The main career planning activities specific to different planning subjects are presented below:

Subject planning

Events on career planning

Employee

Primary orientation and choice of profession Choosing an organization and position Orientation in the organization Assessing prospects and designing growth Realization of growth

HR Manager

Assessment upon hiring Determination to the workplace Assessment of the work and potential of employees Selection for the reserve Additional training Programs for working with the reserve Promotion New planning cycle

Immediate supervisor (line manager)

Assessing work results Assessing motivation Organizing professional development Proposals for incentives Proposals for growth

35. Resume is a document containing information about skills, work experience, education and other relevant information, usually required when considering a person for employment.

Chronological. The most common and well-known format: a simple listing of positions and responsibilities in chronological order. Suitable for most employees.

Functional. It lists the functions and skills mastered by the employee, but does not indicate the chronology of the positions held. A good way to hide something or keep silent about something, however, this format is associated with some risk, since it may arouse suspicion among the employer.

Hybrid. A summary that lists both the main functions and a chronology. Combines many of the benefits of a functional resume with a common chronological format.

Targeted executive resume. A resume designed for a specific vacancy. The format is suitable for experienced managers with extensive work experience.

Resume in text format. Simplified text, usually intended to be sent via email"in the body" of the letter.

Resume for a temporary (contract) worker. An option for applicants who have had periods of contract work for several employers simultaneously.

Extended executive summary. Suitable for very high-level managers and exceeds the standard 2 pages for a resume.

Style, as follows from what was said earlier, expresses the relationship that develops between the leader and subordinates. It is customary to distinguish three leadership styles: directive, democratic and liberal. Let's play it back characteristic features, corresponding to these types of leadership (differing mainly in terms of the order of distribution of responsibilities, methods of preparing, making and organizing the implementation of decisions, forms of contact with performers and monitoring their activities).

Directive style (autocratic)

The directive style (autocratic) is distinguished by excessive centralization of power, commitment to unity of command in exaggerated forms, autocratic resolution of most not only large, but also relatively minor issues of the life of the team, and conscious limitation of contacts with subordinates.

A leader who adheres to this style is dogmatic, certainly craves the subordination of people to his will, does not tolerate objections and does not listen to other opinions, often interferes in the work of his subordinates and strictly controls their actions, demands punctual adherence to his instructions - “to do what is ordered.” If meetings are held, it is only to maintain a formality, because the manager’s decisions, as a rule, are ready. He cannot stand criticism and does not admit his mistakes, but he himself loves to criticize. He is of the opinion that administrative penalties are best way influence on subordinates in order to achieve high performance indicators. He works a lot, forces others to work, including after school hours. Can take risks, calculating the pros and cons. He does not allow anyone to “sit on his neck,” however, he demands from his subordinates everything that he finds necessary, regardless of the fact that his demands often go beyond the scope of the official relationship itself and lead to violations of labor laws. Tends to convert public organizations into simple executors of their will. When communicating with people he is sometimes impatient, or even rude, but not necessarily so. He can also be a benevolent autocrat - correct, listens carefully and, for the sake of appearance, weighs the ideas of his subordinates, but neglects their opinions when making decisions final decision, so that in this case the style remains essentially prescriptive.

In general, an autocratic leader is characterized by a lack of respect for others.

At times, the autocrat's inherent methods and work techniques can evoke sympathy and respect due to the prompt solution of problems.

The most capable and proactive employees who know their true worth, especially those with self-esteem, tend not to work with such a leader.

The appearance of an autocratic leader is often associated with the properties of his personality, with the peculiarities of his character.

In most cases, these are powerful people, persistent and persistent, vain and with exaggerated ideas about their own capabilities, with an exorbitantly developed desire for prestige and an excessive attraction to the external trappings of power. By temperament, they are predominantly choleric, although it is possible that a person of any other temperament can become an autocrat.

Nowadays, with the increasing role of the subjective factor and the increased intelligence of workers, a strictly autocratic leadership style is becoming increasingly unacceptable. It will not be an exaggeration to note that in our days autocracy is a sign of weakness rather than strength.

Democratic

A democratic leadership style, in contrast to an autocratic one, presupposes: providing subordinates with independence commensurate with their qualifications and functions, involving them in such activities as setting goals, evaluating work, preparing and making decisions, creating the necessary prerequisites for performing work, respectful attitude towards people and taking care of their needs.

The leader of the democratic style relies on public organizations in all his activities. Personally deals with only the most complex and important issues, leaving his subordinates to solve all the rest. He tries to consult with them more often and listens to the opinions of his colleagues, does not emphasize his superiority and reacts reasonably to criticism, and does not shy away from responsibility either for his own decisions or for the mistakes of the performers. He boldly takes justifiable risks.

Encouraging initiative from below and emphasizing his respect for his subordinates, he gives instructions not in the form of instructions, but in the form of suggestions, advice or even requests, not only listens to their opinion, but also takes it into account. Control over the activities of subordinates is carried out not individually, but with the involvement of members of the team itself.

Such a leader is not committed to stereotypes and varies his behavior in accordance with changes in the situation, team structure, etc. Knowing well the advantages and disadvantages of his subordinates, as well as his own, he calmly listens to objections regarding his own position on certain issues, does not consider it reasonable to always insist on his own decision, and does not reject compromise solutions if they do not harm the fundamental interests of the system. He perceives conflicts as a natural phenomenon and tries to benefit from them for the future, delving into their root cause and essence.

The leader of a democratic style considers it his duty to constantly and thoroughly, with complete frankness, inform his subordinates about the state of affairs and prospects for the development of the team. With such a communication system, it is much easier to mobilize subordinates to implement the tasks assigned to them.

Democratic style encourages the creative activity of subordinates and helps create an atmosphere mutual trust and cooperation, in which people are fully aware of their importance and responsibility in solving the problems facing the team, discipline is transformed into self-discipline.

A leader of a democratic style manages people without harsh pressure and unnecessary exaggeration of the attributes of administrative influence, relying on their abilities and taking into account their dignity.

Liberal

The liberal leadership style is characterized by lack of initiative and constant expectation of instructions from above, unwillingness to take responsibility for decisions and their consequences if they are unfavorable. The leader of the liberal style interferes little in the affairs of his subordinates, is inactive, very cautious, inconsistent in his actions, easily influenced by others, inclined to give in to circumstances and resign himself to them, and can cancel a previously made decision without serious reasons.

In relationships with subordinates, a liberal leader is polite and friendly, treats them with respect, and tries to help resolve their problems. He is ready to listen to criticism and considerations, but for the most part it turns out to be unable to implement the practical thoughts suggested to him. Not demanding enough of his subordinates. Not wanting to spoil relations with them, he often avoids drastic measures; it happens that he persuades them to do this or that work.

In an effort to acquire and strengthen authority, he is capable of paying undeserved bonuses, allowing business trips that are not justified by official needs, and is inclined to endlessly postpone the dismissal of an unsuitable employee. Rarely uses his right to say “no” and easily makes impossible promises.

When his superiors ask him to do something that is inconsistent with existing regulations or rules of conduct, the thought does not even occur to him that he has the right to refuse to satisfy such a request. If a subordinate does not show a desire to carry out his instructions, then he would rather do the required work himself rather than force an undisciplined worker to do it.

Such a leader prefers such an organization of activities when everything is laid out on the shelves, and relatively rarely there is a need to make original decisions and interfere in the affairs of subordinates.

The leader of the liberal style does not show any pronounced organizational abilities, irregularly and weakly controls the actions of his subordinates.

The emergence of a liberal leader can be explained by many reasons. Among them, the most important are the type of temperament and character: for the most part, such leaders by nature are indecisive and good-natured people, afraid of quarrels and conflicts like fire. Another reason may be an underestimation of the social significance of the team’s activities and one’s duty to it. Finally, he may turn out to be a highly creative person, completely captivated by some specific area of ​​his interests, but devoid of organizational talent, as a result of which the duties of an administrator turn out to be beyond his strength.

Combination of leadership styles

This or that leadership style is usually not found in its pure form. In real life, the behavior of almost every leader is observed common features, inherent different styles with the dominant role of any one of them.

The success of choosing a style is decisively determined by the extent to which the leader takes into account the abilities and readiness of subordinates to carry out his decisions, the traditions of the team, as well as his own capabilities, determined by the level of education and work experience, and psychological qualities.

The work style chosen by a manager depends not only on himself, but to a large extent also on the training and behavior of his subordinates. Hierarchy and specific situations also influence the formation of leadership style. In cases where the team is poorly organized, there are few proactive and conscientious workers in it, interpersonal and intergroup relations leave much to be desired, social and educational tasks cannot always be successfully solved by a leader adhering to a democratic work style. On the contrary, in such a team, an autocrat, with his characteristic energy and strict demands, may be more appropriate. Therefore, the autocratic style, in principle, is not contraindicated for the current leader, especially in extreme situations, when he takes full responsibility and demands unquestioning obedience from his subordinates. We have to resort to this style when communicating with those who perceive the leader’s democratic character as a weakness.

Today, the autocratic style has no future: with enough high level workers' intelligence, the increasing role of specialists prone to independent action is obvious. Nowadays, successes in a directive-style system, especially in the long term, are often more apparent than real. Usually, after some achievements secured by a “steady hand,” decline inevitably follows. And then it often turns out that long-term goals were sacrificed for current ones, not to mention the huge losses associated with the suppression of the initiative of subordinates and the humiliation of their human dignity. Today, a leader who sees only performers in his subordinates cannot count on success.

A liberal, like an autocrat, is difficult to work with. The actions of a liberal are unsatisfactory in many respects, but he can be attractive in his manner of communicating with subordinates. Other than that equal conditions greatest virtues are recognized as a leader with a democratic style of work, who, by the way, in a critical situation can act like an autocrat.

For a comparative assessment of individual styles, the following observational results are noteworthy. In a team managed in democratic style, the organization and performance indicators are stable regardless of whether the manager is at work or on a business trip, vacation, etc. With an autocratic style of work, the absence of a leader leads to a significant deterioration in the activity of the institution, which becomes more active again with his return. In a team headed by a liberal, in his presence, employees usually tend to show less activity than when he is outside the team.

However, issuing general and detailed recommendations regarding leadership style is a risky endeavor.

The leadership style is not set once and for all, frozen: it can and should change depending on conditions. At the same time, “style” is a fairly stable category. Its renewal in most cases involves considerable effort and psychological restructuring.

An important condition that determines the effectiveness of management is the authority of the leader himself. If authority is high, both democratic and authoritarian methods are permissible in work. This is explained by the fact that the words of a loved and respected person have great inspiring power and are listened to with complete confidence. His demands are fulfilled willingly, while the same demands can cause indignation and protest if they come from an unpleasant and disrespected person. In this regard, it is necessary to pay attention to the fact that great authority brings not only benefits, but also harm. On the one hand, it allows you to easily dominate and subjugate those you lead. On the other hand, it contributes to the suppression of their independence and initiative, creative thinking. The team tends to voluntarily give up the reins of power to its leader if he enjoys unquestioned authority and is perceived as the bearer of the ultimate truth. Without noticing it, a leader can turn into a dictator, shackling his subordinates with his mere presence. In such conditions, the development of self-government in the team and the real democratization of its life activities are hardly possible.

If a highly authoritative leader does not want to become an autocrat, he has only one way out: tactfully stop subordinates who constantly seek advice and teach them to think for themselves, not rush to make their thoughts public at meetings, and in every possible way encourage the activity of others. You cannot allow your authority to paralyze the initiative of the team.