Leadership styles and types of leaders. What are the types of leaders

Psychological types of leaders or how to get along with superiors. Many employees often speak ill of their boss, considering his attitude towards himself inattentive and biased.

Whereas the boss himself, most likely, having come home, complains to his wife about the small number of worthy and hardworking people in his team.

These disagreements can be resolved by defining the type of leader. Knowing his character, you can correctly choose a model of behavior and calmly run up the steps of a career.

« Emperor»

As a rule, this is a middle-aged choleric man who puts on expensive formal suits and likes to make decisions unanimously and unconditionally. His company is a mechanism, and employees are bolts and nuts, which can be changed in the event of a breakdown.

You should not directly share your ideas with him, even if they can bring obvious profit. He will criticize them and will not agree to carry them out. It is better to act slowly and quietly, agreeing with his opinion.

« Feudal lord»

This is a calm and balanced sanguine person not older than 45 years. He is a free-thinking boss with an advanced outlook on work. He is against global control over employees and will not check their mail on the computer.

Although he is democratic, he severely punishes any manifestations of disobedience, and it will be very difficult to restore a trusting relationship with him. You can offer innovations to the feudal lord and argue about the methods of their implementation, but observing subordination. Do not destroy his authority in the eyes of his subordinates.

« Looking»

This is a phlegmatic over 40 years old who takes care of his team. He is interested not only in the working life of employees, but also in their personal lives. He believes that his company is a harmonious team of like-minded people, thanks to which the business will flourish.

But do not relax, because the leader is not a close friend. He controls all the work and your career growth, as well as salary, depends on him. You can communicate with him on an equal footing, but not get personal. The main thing is to complete your work on time.

« Yours among strangers »

In some cases, this is a sanguine person not older than 35 years old, who is active and energetic. He quickly assesses the situation and instantly makes decisions, trying to maximize the efficiency of the team.

He keeps a little aloof and always creates rules that he clearly follows, because he is young and ambitious. You should not see an enemy in him, but it is better to do all the work perfectly and he will appreciate it.

« Lazy person»

This is a low-initiative melancholic who finds it difficult to make decisions. He prefers to shift his responsibilities to subordinates, rarely appears in the office and is not interested in the life of the team.

Such a leader does not spend a lot of effort on work, but likes to make big profits. He will gladly approve the ideas that will be implemented without his participation, the main thing is to describe them colorfully.

« Charismatic»

They can be a woman or a man from 30 to 40 years old, choleric by nature. Such a boss is always smiling, looks great, dresses stylishly. Colleagues are not aware of his passions and details of his personal life, they just love and respect him.

He can make decisions, sees the development of events in advance. To have a career takeoff, you need to become a semblance of leadership. Be good-natured and proactive, keep an eye on your wardrobe and appearance then you will be noticed and appreciated.

Each person is individual, so do not neglect the search for the right approach to him and then harmonious relationships will be ensured.

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Types of Leaders

Consider some types of leaders, about which HR managers it is extremely important to know and take them into account in the work.

Depending on the use one or another way to achieve the goal allocate leaders focused on organizational measures and leaders focused on subordinates.

Towards use of power stand out:

¨ unitarian, striving for its complete concentration in his hands (this allows him, when relying on dedicated people single-handedly solve problems and suppress the resistance of subordinates;

¨ pluralist who recognizes other people's opinions and needs, seeks to link them with the interests of the organization and his own, on which he bases his power. He recognizes the positive side of conflicts; manages them for the benefit of the organization and strengthening his position.

Typology of leaders according to their attitude towards others gave M. Eichberger.

1. Despot. An authoritarian, constantly compromises his subordinates in the eyes of others, the cause of which is loneliness, self-doubt, or excessive demands. It is impossible to argue with such a leader without ʼʼironʼʼ arguments ¾ it is better for him to ʼʼplay alongʼʼ, emphasizing his importance in words, but do it your own way or, without showing resentment, leave.

2. Patriarch. A professional, firmly convinced that only he alone knows everything, in this regard, he expects unquestioning obedience from his subordinates. The subordinate should present his ideas as a reasonable development of his thoughts, as often as possible ask for his help and advice. Attention can be attracted by activity and higher professionalism than the work requires. The patriarch enjoys recognition and even love in the team, because he knows the problems of employees and helps to solve them.

3. Lone wrestler. Reluctantly shares information, even necessary for the case, avoids contacts (is fenced off by the secretary and impenetrable doors). He does not like long conversations, especially about trifles (in this regard, it is better to submit business proposals in writing), discussing his decisions and criticizing himself. His attention can be attracted by hard work, a request to evaluate its results and a calm attitude towards success.

4. Iron lady. Cold, authoritarian, self-confident, feels powerful, rejects discussion of problems as an ineffective way to solve them. He does not allow disobedience, does not skimp on punishing those who work poorly. You can attract attention by making you feel visually business and professional success, ambition, determination, self-confidence.

5. Older sister. Practicing female leadership style , discussions and collective creativity, appreciates the presence of a team spirit among employees, provides them with patronage and assistance, expecting effective work in return. how strong personality prefers the same colleagues , does not tolerate laziness, intrigue shifting responsibility. Τᴀᴋᴎᴍ ᴏϬᴩᴀᴈᴏᴍ, emphasizes both business and social competence. You can attract attention with new ideas and proposals, a story about your experience.

6. Amateur. Occupies a place due not to knowledge and experience, but to connections. His weakness as a leader may cause informal leader , easily gaining influence, for the suppression of which any opportunity will be used. Complaining about him is pointless, because he is supported at the top, and it is useless to attract his attention, since he does not understand anything.

In its own way focus on a certain nature of action leaders are divided into passive and active.

Passive leaders(leaders of the executive type) are afraid of risk, are not independent, indecisive, act according to a template. Their main goal is to maintain their positions in the organization at any cost.

There are several types of passive leaders.

Specialists characterized by high professionalism, love of discipline and order, peacefulness, immersion headlong into work, lack of initiative. Οʜᴎ do not pay attention to leadership, they themselves are inclined to subordination and adaptation, do not interfere with the free communication of subordinates.

close to them integrators who appreciate good morale psychological climate, and in this regard, they care about order, do not allow internal competition, and smooth out contradictions. They have a tendency to be opportunistic and act on the lead of others.

Masters exercise total control over the performers, demand undivided obedience, actions according to the scheme, stop criticism against them, interfere with communication, exchange of information, are afraid of innovations and risk ¾ in a word, everything that can shake this situation and reveal their incompetence .

Company people create the impression of vigorous activity, busyness with the problems of the organization and try to convince others of their indispensability. In fact, they only ʼʼslide over the surfaceʼʼ, give general advice, without interfering with real processes.

In general, passive leaders are indifferent to the needs of the organization and subordinates and are focused on themselves, their own interests.

Active Leaders(leaders of the initiative type) strive to expand their sphere of influence in order to obtain even greater personal authorities and achieving the common good.

Two types of active leaders are self-oriented.

First type ¾ jungle fighters. These people strive for undivided power, divide the world into accomplices and enemies, destroy competitors and fight against everyone, using subordinates for this. Given the dependence on the methods used in this case, they are divided into lions acting openly, and fox dealing mainly with intrigue.

The second type of self-oriented active leaders ¾ players. It is worth saying that for them the main interest is not so much the position how much process to achieve it. They challenge everything in a row, attract the right people, trying to beat competitors with their help. But the players are only content with momentary victories at any cost and, not being able to cope with real deeds destroy more than they create.

The third, oriented to the interests of the organization, type of active leaders are the so-called open seeking power for the sake of transformation in the interests of the common good. Usually these are mature professionals who have their own vision of the future, who know the real needs of the organization and people.

As a rule, these leaders have a pre-developed plan of action and are able, despite all the obstacles, to implement it. Οʜᴎ strive for changes, quickly respond to new things, encourage independence in subordinates, creative approach to business, wide communication, take into account criticism, use non-traditional methods of work, take reasonable risks. Οʜᴎ are tough, domineering, uncompromising, purposeful, energetic, realistic, decisive, flexible.

From point of view leadership approaches distinguish the so-called leaders of yesterday and modern ones.

The differences between them can be seen from the table:

From point of view performance results leaders are divided into successful and effective. The first, as analysis shows, pay more attention to social and political activities, the exchange of information and work with documents, and less than all ¾ management staff ; effective ¾ work with documents and information and, above all, personnel management.

They single out leaders with whom it is difficult to communicate. Let's list these categories of managers.

1. Bully fights for power and seeks to control others, but is afraid that his weaknesses will be seen through, in connection with this he avoids close contacts, and for this he intimidates everyone. You need to calmly talk with him, not paying attention to barbs, control yourself, avoid collisions and try to take the initiative in your own hands.

2. Slow, demonstrating friendliness and benevolence, at any cost tries to evade or delay the adoption of a specific decision, gets off with actions general. He needs to show the importance of his functions, cheer him up, inspire confidence, take some of the responsibility.

3. Fighter may suddenly explode and scream at everyone, believing that this restores justice (real or imaginary), which is his goal. He needs to be confronted constructively, avoiding disruptions, and direct energy towards solving real problems.

4. Flatterer constantly smiling, friendly, humorous, telling people what they want to hear, but avoiding direct conversations and actions. Needs support and approval from the outside.

5. Pessimist seeks to hide his shortcomings, does not believe in others, their capabilities. You can’t argue with him and support his negative statements, but act independently, but with the utmost importance, help in solving problems.

6. know-it-all really knows a lot, but acts as if he knows everything, blames others for mistakes, is not able to listen to advice, being afraid to drop himself in the eyes of others, and therefore does not like teamwork. He should not be confronted; better to listen and express appreciation.

7. Introvert secretive, afraid to hurt the feelings of others.

8. Incompetent he claims a lot, but does not understand much, in this regard he steals other people's ideas, presenting them as his own and is afraid to show his shortcomings. We must help to become competent, and document our own contribution to the cause.

9. Lazy person(slob) cannot prioritize, is sloppy, messy in business and in life, does not want to be responsible. We need to help achieve greater order.

10. Abnormal. Behavior deviates from the norm in any relationship. He is afraid of responsibility and does everything to protect himself.

Strategy for dealing with difficult bosses:

¨ not a list, do everything in your own way; in something (but not in the main) to meet him halfway;

¨ try to understand; it must be, it is not difficult, but simply different;

¨ do not try to change the boss, but improve your own behavior;

¨ talk frankly and get to know the relationship: perhaps he just needs support;

¨ go to another place of work;

¨ complain to the head of the boss (if they are not the same clan), but be objective.

By level of competence There are the following types of leaders:

¨ performing standard operations and prescribed procedures, reacting to events in accordance with experience and rules;

¨ professionally interested in developing their own abilities, possessing systemic knowledge, the makings of creativity, the ability to work with conflicting ideas, controlling themselves;

¨ creative personalities having individual norms and values, incl. contrary to the generally accepted.

Types of leaders - concept and types. Classification and features of the category "Types of leaders" 2017, 2018.

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Question number 1. Role functions of the leader in the organization

In accordance with modern ideas the essence of the manager's work is reduced to the performance of a number of representative functions, among which one can single out strategic, expert-innovative and administrative, communication, social.

AT different situations and at different levels of management, certain qualities of a leader are of unequal importance. So, in the period of creation and restructuring of an enterprise, first of all, leaders are needed - leaders with an organizational and entrepreneurial streak, in a period of stable development, leaders - planners with good administrative acumen - come to the fore.

At various levels in the management hierarchy, three types of leaders can be distinguished: top, middle and lower levels.

The main tasks of the top managers of the organization are to determine its mission, values, policies, performance standards, formation of the structure and management system, representation. Top management is implemented as part of a team that is selected by the first person who holds his position on the basis of a contract with the owner (the state, shareholders, shareholders) and is fully responsible for the state and results of work. From a legal point of view, the duties of the first person include the organization of work within the framework determined by law, the charter and other documents; disposal (within the stipulated limits) of property and funds; conclusion and termination of business contracts, opening bank accounts; solving personnel issues; stimulation of subordinate managers, etc.

Middle managers (divisions and enterprises included in this organization) are appointed and dismissed by the first person or his deputies and are responsible to them for the fulfillment of the tasks received and the safety of the property of the units entrusted to them. Through subordinate managers, they manage the activities of their units. Within the framework of their competence, they are given the right to solve personnel issues, encourage and punish their subordinates. Middle managers represent the most bureaucratized layer of managers, the number of representatives of which is growing rapidly, increasing the number of storeys in management structures.

The attitude towards middle managers in modern management theory is negative, and at every opportunity, enterprises in the West are reducing them. Due to such measures, it is possible to reduce up to 30-40% of the managerial staff.

The leaders of the lower level - brigades, sections, groups, etc., already work directly with the performers and bear full responsibility for their work.

In general, the leaders of all links carry, in addition to official duties, informal ones. They consist in a fair and respectful attitude towards employees, showing interest in their health, personal problems, success, relationships in the team, providing them with comprehensive assistance if necessary. This is very important from the point of view that not only subordinates depend on the leader, but the leader also depends on his subordinates in readiness to fulfill their orders and unofficial requests.

There are many attractive things about being a leader. It provides ample opportunities for personal development, is prestigious, brings dignity and respect to others, and is exciting, as it involves solving complex problems. The head of a particularly large organization has to perform a huge (up to 200) number of activities during the working day. And in this activity the main task is not to do this or that work on your own, but to, having studied the situation and outlined a plan of action, to organize its implementation by the forces of subordinates, to control and evaluate their actions, to note those who have distinguished themselves. The role of a leader in the modern era is transforming from a dictatorial one into the role of a “father of the family”, not only giving orders, but also creating a favorable moral and psychological climate.

Depending on the managerial situation, the manager has to perform various role functions, for example:

Administrator (supervises execution);

Planner (develops methods and means by which others achieve the goal);

Politician (sets goals and line of conduct in the group);

Expert (source of reliable information or a qualified specialist);

Representative of the group in the external environment;

Regulator of relations within the group;

Judge, peacemaker;

Symbol (example, face of the group);

Dictator (cancels individual responsibility in the group: all claims against me, act on my behalf; de laite, as I said);

Father (to whom they turn for help);

Scapegoat (the person in charge of everything in case of failure).

Dedicated roles are, in essence, a set of those skills that a leader should have.

The modern scientific and technological revolution has radically changed the conditions and nature of production and labor. Technological and social processes have become so complex, and the knowledge and qualifications of the performers, their independence have increased so much that the manager is not able to single-handedly manage everything. Under such circumstances, he becomes the organizer independent work subordinates united in teams, where business cooperation and consulting comes first. According to the well-known American specialist in the field of management G. Mintzberg, such a leader performs the following managerial functions:

* interpersonal (a symbol of power, a leader who captivates employees to achieve goals; a liaison in the management team);

* informational (a center concentrating information and distributing it among subordinates and to the outside world);

* decisive (planning and initiating changes in the organization; coordinator of activities in non-standard situations; resource distributor and mediator).

Question number 2. Leadership style and management effectiveness

image leadership leadership

Leadership style can be seen as a particular form of style in general. Most general definition style puts emphasis on the way the individual interacts with the world - both objective and social. You can associate style with specific forms of life, while it will become an attribute of the individual in this particular activity. Leadership and management are special forms professional activity that require adaptation of the socio-psychological properties of the subjects of these forms of activity. In this regard, the possibility of the formation of styles in professional management activities as stable and integral systems of personality-determined methods of management and leadership is obvious.

The beginning of the development of the theory of leadership styles was laid by K. Levin, who in 1938 proposed three types of styles.

1. Authoritarian (dictatorial), which is characterized by brief business orders, threatening prohibitions, an unfriendly top with subordinates, subjective praise and censure. The position of the leader is outside the group or above it. Affairs in a team (group) are planned by the leader in advance, decisions are made individually, the voice is decisive, while subordinates know only immediate, short-range goals, distant ones are unknown.

2. Democratic. The leader brings instructions to subordinates in the form of proposals, therefore, a comradely tone, respectful and attentive attitude towards colleagues are typical for him, while the position of the leader is within the group and the team. Orders and prohibitions are combined with discussions, praise and censure - with advice. Activities are not planned in advance, but in a group, decisions are made on the basis of collegial discussion, for the implementation of which the manager and subordinates are responsible.

3. Permissive. A leader with the dominance of this style does not show a penchant for praise and censure; complete elimination of the department of the team and lack of cooperation are typical for him. Members of the group work independently, while the leader himself is in the group. Things in the group go by themselves, since the leader does not give any instructions, the fronts of work are made up of the individual interests of the leaders of the subgroups.

The effectiveness of leadership depends on a number of factors: organizational culture, technology used, expectations from using a certain style of leadership, moral satisfaction of subordinates from working with a leader of a particular style. In addition, increased attention to team relations and the needs and desires of employees is effective when production tasks are routine and unattractive to employees.

Along with the concept of "leadership style" there is an idea of the style of management, the relationship between which is rather vague and complex, since it is not possible to completely and consistently separate these two types of professional activity. The concept of leadership style is broader, as it covers the scope interpersonal relationships, which are both official and informal in nature, while the management style is directly related to the solution of specific management tasks. The literature on the theory and practice of team management presents a wide range of management styles that coincide in essence with leadership styles.

4. Authoritarian style, which is characterized by the manager's unity of command in solving both large and small tasks facing the team. In an organization dominated by an authoritarian management style, everyone is waiting for their manager to decide. This style assumes that the initiative and the last word, as a rule, remain with the head of the team, like all the most significant instructions and orders. However, in an authoritarian style, as in any other, there are not only minuses, but also pluses. The ability of a manager to take personal responsibility, especially in a critical situation, is undoubtedly his virtue, but the authoritarian style suppresses the initiative and creative undertakings that come from below, which is its main drawback.

5. Collegiate style. For managers with this style, the main goal is to consult with the team. last word in this case, it will be how and what the team decides. Along with the obvious advantages within this style, there are also disadvantages, the essence of which is especially evident in situations where even issues that do not require detailed discussion are often brought up for collective discussion.

6. Planned style. For managers who demonstrate this style, the main thing is a plan, a program. Managing on the basis of a clear and deeply elaborated plan is, of course, a positive quality of the subjects of this style. However, adherence to the plan too precisely often also creates a certain brake on maneuver, initiative and operational restructuring of activities.

7. An emergency style of haste and companionship, when the goal is often achieved at any cost. The ability of a manager to mobilize himself to solve a priority task turns from a blessing into a disaster for the team, which significantly reduces its quality in conditions of emergency work. With this style of management, conflict situations inevitably arise.

8. The liberal style is often and not without reason also called conniving. The team, as it were, “floats at the behest of the waves”: subordinates mostly themselves not only solve the problems that arise before them, but also have the opportunity not to particularly reckon with the opinion of their manager. With all the obvious shortcomings of this style, the positive is that the initiative of subordinates is not suppressed. The liberal style is dangerous for the subject in that it characterizes him as an unprincipled and unbusinesslike person, which sooner or later leads to a fall in the authority of the manager.

9. Regulatory or controlling style, which, in contrast to the liberal style, is characterized by constant regulation of what needs to be done, how and in what time frame. For subordinates, constant regulation and control turn into a big problem, as this creates a nervous atmosphere in the team and creates a difficult psychological climate.

10. Perestroika style. The subject of this style always has a lot of ideas and projects, in connection with which he constantly modifies the goals and objectives of the work. At the same time, the collective is constantly, as it were, in a state of arranging things, which gives rise to a situation of incompleteness, and in fact the activities of the collective are reduced to restructuring for their own sake.

11. Conservative style of management, which puts at the forefront the inviolability of traditions, once and for all established rituals, principles and methods for solving managerial problems. This style carries confidence in the stability, sustainability of the team, but such a team most often lags behind events.

12. Diplomatic style. A manager with this style is known in the team as a diplomat who is able to negotiate and solve a problem where, it would seem, there are no real opportunities. He places the main stake in decision-making on personal contacts, and often on personal connections. However, the flexibility of its behavior in difficult situations business communication often turns into demagogy. A manager with a diplomatic style often changes his requirements, instructions in a way that is beneficial to him, based on the current situation.

13. Documentary style. A manager with a documentary style attaches exceptional importance to documents, written orders and, as a result, slips into “paperwork” and bureaucracy. Spending a lot of time and effort on preparing various documents and certificates, such a manager seeks to reinsure himself in case of any checks, but he no longer has time to live communication with colleagues, direct management of the team. The positive aspect of this style is the good organization of office work and order in current and archival documents.

14. Leadership style is characterized by the fact that its subject captivates, inspires the team to solve those problems in which he deeply believes. The leader is confident in himself and in the reality of the implementation of the plans and programs put forward. He, as a rule, has optimism and shows it in solving the problems facing the team. If the leader has a high level of creative abilities, then he becomes the creative leader of the team. The disadvantages of this style include the following: the leader often neglects the administrative means of managing the team.

15. Administrative style. This style is typical for managers who strictly follow all instructions and orders. coming from above, and bring their implementation to its logical end, no matter what the cost. The positive aspects of style are knowledge of the mechanism of administrative management of the organization, job descriptions and other attributes of power. If we compare the classification of the basic models of leadership styles, originating from Lewin's research, with the management styles just listed, then the greater specificity and detail of the latter system become apparent. You can pay attention to the layering of the functions of leadership and management in the presented classification, which allows us to consider it as a system of leadership styles.

The main feature of effective leadership is flexibility. Depending on the specifics of the situation, the leader must use the advantages of a particular style of leadership and management, as well as be able to neutralize its weaknesses. The effectiveness of leadership depends on a combination of styles, which is determined by specific goals, objectives and conditions of the professional situation, not least related to the successful adaptation of the leader to new managerial tasks and is due to his general mental abilities.

Question number 3. Relationship between leadership and team management

An experimental study of the socio-psychological foundations of leadership and leadership began in the 1920s. XX century, however, due to its psychological complexity, this problem does not have a generally accepted solution to this day.

Leadership, according to most experts, is associated with status power as a derivative of official, formal relations. The leader may be appointed by higher authorities; he receives powers of authority, including the right to apply positive and negative sanctions. Leadership is generated by a system of informal relations and, in its essence, is a psychological phenomenon, since a leader can be put forward spontaneously: he is recognized by the environment at the expense of his personal qualities and may exercise the right to sanction partners, but these sanctions are also informal. Thus, the leader uses the personal form of power as one of its varieties. He, as a rule, does not seek to preserve the existing system of relations forever, he readily responds to innovations, and he may also neglect the rules of the managerial hierarchy, directly referring to the source of information. There is a point of view that the principle of equality lies at the basis of the interaction of a leader with “subordinates”, since the leader is able to admit his mistakes and is not afraid to openly accept necessary measures to correct them. Many leaders exhibit the characteristics of an authoritarian style, but this is not a traditional autocracy, as it is based on an honest and respectful attitude towards the personality of partners. The leader is characterized by perseverance in achieving the group goal and the search for like-minded people, he is a constant student and must “stick out” and stand out.

1. Varieties of power: the leader has personal power, the leader has a combination of personal and status power with status priority.

2. Leadership is associated with the regulation of intra-group interpersonal relations that are informal in nature, and leadership is a means of regulating relations within the framework of a social organization.

3. Leadership arises and functions predominantly spontaneously, is characterized by the relative stability of functions and manifestations, while leadership is a process of purposeful and controlled activity social organizations and institutions and is more stable

and constancy in their manifestations.

4. The decision-making process in the management system is more complex and repeatedly mediated than in leadership conditions.

Summarizing the list of differences, it can be argued that the behavior of the leader is more characteristic of planning the actions of subordinates, distributing tasks and identifying ways to complete them, explaining responsibilities, requiring compliance with certain performance standards, and criticizing unsatisfactory work. Leadership can be defined as the process of group management carried out by the boss as an intermediary of social power based on the legal norms and powers of the wider social community in which this small group is included.

It seems that management and leadership solve similar social problems: stimulating the group, aiming it at certain tasks, finding funds for them. effective solution. However, leadership is a psychological characteristic of the behavior of individual members of the group, and leadership is a certain manifestation of social relations in the group, primarily in terms of the distribution of management roles - subordination.

One should not simplify the psychological essence of the phenomenon of leadership, in the management of a small group there are always two layers, two aspects of power: the formal legal one, which can be called "administration", and the psychological one, which in many ways brings the leader closer to the informal leader in terms of ways of influencing group members. Therefore, despite the fact that psychological essence The phenomena of management and leadership are quite close, it would be erroneous to imagine their full correspondence in one person of a manager. There are several important arguments against such a merger. Firstly, most often the leader and the head of the group have a different orientation: the latter is entirely aimed at achieving the goal of the team and solving the tasks facing it, while the former is more focused on intra-group interests and relationships. Secondly, it is possible to single out only a rather specific kind of groups for which a merger in one person of a leader and an intellectual leader will be effective. First of all, we are talking about scientific teams, the productivity of which increases if their leader is able to lead in the leading scientific activities of the group. Third, there are many types social groups where, due to significant age or status differences between the leader and the members of the group, the combination described above is impossible. This fully applies to the student group. The teacher, no matter how close he may be to his students, should rely in the management of the group mainly on the functions of power and his authority as a leader, and the informal leaders of the group will be identified from the ranks of the students. Thus, the main instrument of the leader's psychological influence on the group is his influence both on it as a whole and on its leader (for example, the headman of students), which can be considered as a combination of status and personal forms of power.

Despite the certain differences between leadership and leadership that have already been discussed, they still have a lot in common. There is an idea that they are brought together by the following common features: the manager and the leader carry out meaningful social influence in a team, only by different means; they play the role of coordinators, organizers of the activities of members of social groups and use subordinate relations: in the first case they are clearly regulated, in the second they are not foreseen in advance.

The formation of the socio-psychological structure of the team is associated with the promotion of leaders in informal small groups and in the team as a whole. Leadership, we repeat, is associated with the expression, design and regulation of intra-group interpersonal relations that are of an informal nature, which is manifested through a personal form of power recognized by the group as the right to influence and evaluate. The leader embodies the system of goals and values preferred by the group, is their carrier and active guide to life. In this regard, the leader is the one whose attitudes and orientations become reference, initial standards for all or most members of the group in their assessment of significant aspects of its life. The leader leads the group, organizes, plans and manages it social activities, while showing a higher level of activity than all other members of the group.

Due to the great importance that the phenomenon of leadership has in social psychology and management psychology, it has been studied by many researchers: at present, there are several classifications of leadership forms and types of leaders. Leadership is closely related to the solution of certain group tasks, so it is classified according to the types of group activities. There are group forms of instrumental and expressive activity.

Instrumental activities are aimed at the fulfillment by the group of its target functions, for which it was created, while expressive activities are aimed at maintaining the unity of the group, its further development and rallying. Accordingly, there are two main types of leaders.

The first is the functional (instrumental) type, which serves as an instrument of production. Consequently, the instrumental leader, as it were, plays the role of an instrument for the group to achieve its goals. Such a leader (a competent, intelligent leader) is focused on the tasks set, and it is he who tirelessly fights to achieve them. Thus, the purpose of instrumental leadership is to manage the group in the process of solving its target tasks. To do this, the leader uses motor, emotional, intellectual, strong-willed, moral efforts, as a rule, aimed at solving specific operational and long-term tasks of group activity.

The second type of leader is affective (expressive), a leader that arises in the system of informal interpersonal relations in a group of people engaged in some kind of joint activity, united by common interests and goals. The interests, motives and attitudes of an expressive leader are not directly related to the content of the activity, since he is focused on the relationship between group members, his role is to ensure a positive psychological climate for the group and its stability. The most important differences between the expressive type of a leader and the instrumental one are that for the former, intellect and intellectual abilities are not as decisive as for the latter.

It is necessary to pay special attention to the differences in the motivation of these two types of leadership. Research shows that functional type more easily achieves a leading position in very favorable or very unfavorable situations, while expressive achieves this more easily in intermediate cases. In addition, it has been found that if the group has an approximately equal ratio of participants by sex, a man more often becomes a functional leader, and a woman becomes an expressive leader. Psychology in its subject areas has a sufficient number of different classifications not according to the tasks that are delegated to the leader by the group, but according to other psychological properties.

The ratio of management and leadership in the management system

In management psychology, management and leadership are distinguished as activities of relatively independent subjects of management: management is the process of organizing and managing the joint activities of team members, carried out by an officially appointed leader, and leadership is the process of organizing and managing communication and activities of members of a small group and team, carried out by the leader. determined in the course of spontaneously forming interpersonal relationships. An experimental study of the socio-psychological foundations of leadership and leadership began in the 20s of the XX century, however, due to its psychological complexity, this problem does not have a generally accepted solution to this day.

Leadership, according to most experts, is associated with status power as a derivative of official, formal relations. The leader may be appointed by higher authorities; he receives power, incl. the right to apply positive and negative sanctions. Leadership is generated by a system of informal relations and, in its essence, is a psychological phenomenon, since the leader can be put forward spontaneously: he is recognized by the environment due to his personal qualities and can use the right to sanctions against partners, but these sanctions are also informal. Thus, the leader uses the personal form of power as one of its varieties. He, as a rule, does not seek to preserve the existing system of relations forever, he readily responds to innovations, and he may also neglect the rules of the managerial hierarchy, directly referring to the source of information. There is a point of view that the basis of the interaction of the leader with "subordinates" is the principle of equality, because the leader is able to admit his mistakes and is not afraid to openly take the necessary measures to correct them. Many leaders exhibit the characteristics of an authoritarian style, but this is not a traditional autocracy, because. it is based on an honest and respectful attitude towards the personality of the partners. The leader is characterized by perseverance in achieving the group goal and the search for like-minded people, he is a constant student and must “stick out” and stand out.

The main differences between management and leadership can be identified, which boil down to the following:

Varieties of power: the leader has personal power, the leader has a combination of personal and status power with status priority.

Leadership is associated with the regulation of intra-group interpersonal relations that are informal in nature, and leadership is a means of regulating relations within the social organization.

Leadership arises and functions predominantly spontaneously, is characterized by a relative stability of functions and manifestations, while leadership is a process of purposeful and controlled activity of social organizations and institutions and is more stable and constancy in its manifestations.

The decision-making process in the management system is more complex and repeatedly mediated than in the conditions of leadership.

It seems that management and leadership are solving similar social problems: stimulating the group, aiming it at certain tasks, finding means for their effective solution. However, leadership is a psychological characteristic of the behavior of individual members of the group, and leadership is a certain manifestation of social relations in the group, primarily from the point of view of the distribution of management roles - subordination.

One should not simplify the psychological essence of the phenomenon of leadership, in the management of a small group there are always two layers, two aspects of power: the formal legal one, which can be called administration, and the psychological one, which in many respects brings the leader closer to the informal leader in terms of ways of influencing group members. Therefore, despite the fact that the phenomena of management and leadership are quite close in their psychological essence, it would be erroneous to imagine that they are in full correspondence in one person of a manager. There are several important arguments against such a merger. Firstly, most often the leader and the head of the group have a different orientation: the latter is entirely aimed at achieving the goal of the team and solving the tasks facing it, while the former is more focused on intra-group interests and relationships. Secondly, it is possible to single out only a rather specific kind of groups for which a merger in one person of a leader and an intellectual leader will be effective. We are talking, first of all, about scientific teams, the productivity of which increases if their leader is able to lead in the leading scientific activities of the group. Thirdly, there are many types of social groups where, due to significant age or status differences between the leader and members of the group, the combination described above is impossible. This fully applies to the student group. The teacher, no matter how close he may be to his students, should rely in the management of the group mainly on the functions of power and his authority as a leader, and the informal leaders of the group will be identified from the ranks of the students. Thus, the main tool of the leader's psychological influence on the group is his influence both on it as a whole and on its leader (for example, the headman of students), which can be considered as a combination of status and personal forms of power.

Despite the certain differences between leadership and leadership that have already been discussed, they still have a lot in common. There is an idea (R.L. Krichevsky, E.M. Dubovskaya, 1991) that they are brought together by the following common features: the head and the leader exercise significant social influence in the team, only by different means; they play the role of coordinators, organizers of the activities of members of social groups and use subordinate relations: in the first case, they are clearly regulated, in the second, they are not foreseen in advance.

The formation of the socio-psychological structure of the team is associated with the promotion of leaders in informal small groups and in the team as a whole. Leadership, we repeat, is associated with the expression, design and regulation of intra-group interpersonal relations of an informal nature, which is manifested through a personal form of power, recognized by the group as the right to influence and evaluate. The leader embodies the system of goals and values preferred by the group, is their carrier and active guide to life. In this regard, the leader is the one whose attitudes and orientations become reference, initial standards for all or most members of the group in their assessment of significant aspects of its life. The leader leads the group, organizes, plans and manages its social activities, while showing a higher level of activity than all other members of the group.

Question number 4: The image of a modern leader

Image is a complex formation, consisting of many components. A good reputation is difficult to acquire, it takes years, and it can be lost instantly, and often because of a trifle: not responding in time to phone call or a letter without sending a fax, which is expected, showing bad manners in any form.

Everything is important for an attractive image - the culture of speech, the manner of dressing, and the interior of the office.

It is difficult for an individual with bad taste to count on a favorable impression. Self-confidence and stereotyped behavior negatively affect other people's perception of a person who is interested in recognition and a friendly attitude towards himself. In all countries, the code of conduct for a well-bred person includes at least four basic rules: politeness, naturalness, dignity, tact.

Businessmen all over the world are almost unanimous about the three most preferred qualities of a potential business partner - these are competence, integrity and reliability.

It is these qualities that provide the main thing in business relations - their predictability, the ability to rely on a partner, confidence in his commitment. They are highly valued throughout the world, as they are an indispensable condition for successful, fruitful business relations- Mutual trust.

As a rule, people's sympathies are acquired not only due to innate qualities, but also due to the ability to present oneself.

The business image is more and more often specially designed in the interests of a person or a company, taking into account the characteristics of the activity, internal merits, qualities and characteristics of the image carrier.

In many cases, the image is the result of skillful orientation in a particular situation, the correct choice of a behavior model.

The choice of a behavior model is the reproduction of such behaviors that, in everyday communication, help a person become attractive.

Among the many models, there are those that become the subject of special study. First of all, these are etiquette models (etiquette).

The interaction of people, including business, in various situations has long been regulated and ordered by the norms and rules of etiquette.

Etiquette is a set of rules of conduct governing external manifestations human relationships (treatment with others, forms of communication and greetings, behavior in in public places, manners and clothes). Etiquette, like communication, can be divided into business and informal.

Business etiquette regulates the behavior of people related to the performance of their official duties.

Informal (secular) etiquette streamlines communication in the field of leisure and satisfaction of material and spiritual needs (when eating, selecting items of clothing, organizing celebrations, attending theater performances, concerts, sports events, etc.).

Due to the presence in the program of official events of business receptions, performances by artists, it can be difficult to clearly separate business and informal etiquette.

Diplomatic protocol and etiquette are distinguished by orderliness and strictness.

Business protocol and etiquette in general are aimed at a wide range of business people, differ greater flexibility and less formal.

4. Advantages and disadvantages of leadership styles and their effectiveness

Leadership style is the most important factor in enterprise management, a properly defined style will most successfully use the potential of the organization's employees. Therefore, having considered the features of authoritarian, democratic and liberal styles, we should move on to their advantages and disadvantages.

It should be noted right away that there are no “bad” and “good” leadership styles, since everything depends on the situation, type of activity, coherence, personal characteristics of team members and much more. For example, an authoritarian style is quite appropriate in the presence of two conditions, if the subordinates voluntarily agree to directive methods of leadership, and if the production situation requires it.

success in everyday, ordinary work that does not require creativity and novelty, and the main forces are directed at the quantity of products produced;

ensuring the clarity of management, which allows you to make faster production decisions to minimize costs;

ensuring in small organizations a quick response to changing conditions external environment;

The disadvantages of the authoritarian style are expressed in the suppression of the initiative and creativity of subordinates, weak motivation, and the absence of effective labor incentives. Also, subordinates have a high degree of dependence on the constant will of the leader, an employee with an authoritarian style does only what the boss says, although in reality he could do more and, possibly, better. Their work is routine. Performers cannot be fully satisfied with their work, as their opinion and experience are ignored. The price of mistakes in this style of leadership is very high, as it carries not only economic losses, but also causes psychological trauma in the relationship between subordinates and the leader. Adaptation of subordinates to drastic changes in the organization is significantly reduced. Communication in such a team becomes poorer, creative growth is excluded only because in the future a promising employee can compete with the leader.

“In the first place of all the negative qualities of leaders of this type the majority of respondents puts rudeness. With complete certainty, we can say that nothing repels people so much as rudeness. IN AND. Lebedev (1990) notes that rudeness and rudeness have their own roots and causes. The first of them is the imitation of the leader of the team to the leader of the more high level and sometimes unconscious copying of his management style. And since rudeness is one of the features of the administrative-command system, it will not be eliminated as long as such a system exists.

The second reason is that some leaders find it easier to command, order, shout than to really organize the production process.

The third reason is the underestimation of the opinion of subordinates. The head believes that there is no point in consulting, reckoning with them, since their knowledge does not correspond to the level of his competence.

The fourth reason is the misconception that subordinates should be afraid of the leader.

Fifth reason. The rudeness, arrogance, tyranny of a boss can be a means of psychological defense, because normal human relations will inevitably reveal his incompetence and insolvency. On this occasion, the American psychologist T. Shibutani wrote that "... those who are very smug and domineering only compensate for the deep-rooted feeling of inferiority ...". That is why such leaders are “sensitive to disrespect and inattention, show great interest in symbols of the status of power, outward signs success and are constantly concerned about the impression they will make on others. Hence their morbid intolerance of criticism.

The sixth reason is the presence in the position of a leader of a person with psychopathic character traits: suspicion, lust for power, exaggerated conceit, self-confidence, and so on.

Seventh - the wrong attitude of higher authorities to such leaders: "Yes, rude, harsh, but the plan gives ... The owner!". http://www.spbmapo.ru/education/ordinator/element2.5.3.htm

The democratic style of management, as shown by various studies, has more advantages than the authoritarian one, in almost all cases the staff of the organization is most satisfied with the democratic style of leadership, that is, one in which the leader is focused in his activities on subordinates: he makes decisions based on their opinion, provides them the initiative in the process of work. Also, the democratic style has the following number of advantages:

Allows you to solve non-standard tasks that require a creative approach;

ideas put forward by subordinates form the basis of the manager's decisions and, thus, employees remain satisfied, and the manager's responsibility is reinforced by their moral support;

a favorable psychological climate is created in the organization's team, which makes it possible to more effectively use the psychological mechanisms of motivating subordinates;

The head is exempt from accepting insignificant, non-principal issues of the organization's activities;

caring attitude on the part of the leader, allows you to combine exactingness with a willingness to help subordinates;

The goals and objectives of the organization's activities are accessible and understandable to subordinates.

However, the democratic style of leadership should not be applied if the team is not well-established, the workers do not have sufficient qualifications and activity, and the production is not based on extreme conditions. Also, these styles require a lot of time to develop and agree on a management decision, fraught with the danger of weakening control, sometimes even leading to irresponsibility.

The application of the latter, the liberal style, has everything greater distribution due to the growing scale of scientific and technical activities, which involve highly qualified specialists. It is they who do not want to be under pressure from the leader, to be subordinate to anyone.

Like any other leadership style, the liberal style also has a number of the following advantages:

subordinates are given considerable freedom of action, the initiative of subordinates is not suppressed, they are spared from constant control;

subordinates most often have a fairly wide awareness of the state of affairs in the team, as well as the prospects for its development;

Work in such a team brings satisfaction to employees and creates a favorable psychological climate;

The manager is maximally unloaded, responsibility for actions is transferred to subordinates;

high labor motivation of employees;

subordinates are most often well informed about the state of affairs in the organization, as well as about the prospects for its development.

“The tactics of minimal interference (intervention) in the affairs of the team requires tact, high erudition and managerial skills from the leader, you need to be able to supposedly do nothing yourself, but know about everything and not lose anything from your field of vision. A liberal leader must master the principle of delegation of authority, maintain good relations with informal leaders, be able to correctly set tasks and determine the main areas of work, and coordinate the interaction of employees to achieve common goals.

The most dangerous test for a liberal style of management is the emergence conflict situations, a kind of battle of ambitions, the probability of which is very high in a team consisting of gifted extraordinary personalities. Theory, practice and art of management: textbook / V.I. Knorring. Ed. 3rd rev., add. - M.: Norma, 2007. - 378 p. And thus, in the absence of a regulated decentralization of power, informal leaders can assign the functions of a leader to themselves and enjoy great influence on team members. A manager may lose his own authority, his importance in the team, the benefits and status that accompany him.

A low level of exactingness to subordinates can lead to a low quality of performance of production tasks. Therefore, the effectiveness of the liberal style depends on the aspirations of the team members, a clear formulation by the manager of the goals and objectives of production and the conditions for their activities.

Obviously, no style is universal for any type of organization. In each case, there is a certain balance between liberal, authoritarian, democratic styles, so if you increase the share of elements of any style, this will lead to a decrease in the share of others.

“It is believed that managers use different styles depending on their personal qualities, the situation, the specific task, and the individual characteristics of their subordinates.

The most stable signs of the factor "authoritarianism - liberalism":

1) centralization of power - decentralization, delegation;

2) propensity for sole decision-making - collegial;

3) efficiency in resolving issues - not efficiency;

4) control - weak control;

5) use of organizational and administrative methods - moral and psychological;

6) the desire to ensure performance discipline and personal responsibility - setting on the consciousness and independence of employees;

7) orientation to higher management - to the team;

8) resolving issues in accordance with official subordination - in accordance with the informal structure;

9) activity personnel policy- passivity;

10) increased conflict - the desire to avoid conflicts;

11) the predominance of negative motivations in managing people - positive motivation, lack of coercion and pressure;

12) the desire to concentrate all information - the tendency to transfer information down;

13) great sociability from above - from below;

14) the desire for a single line of conduct - a tendency to disagree and fight opinions

The formation of style is influenced by the nature of the work: managers have scientifically research institute authoritarian style is less common than in the group of production and construction managers. Style does not depend on the hierarchical level of management and on professional knowledge. Both liberal and authoritarian (more often) leadership styles can be effective. For lower-level managers, efficiency is positively associated with authoritarianism and negatively with liberal style. http://www.bre.ru/security/13674.html

“According to Frank Fiedler, the features of management largely depend on the situation, and since a leader who professes a certain style cannot, as a rule, change himself, it is necessary, based on challenge, put him in those conditions where he can in the best possible way show yourself." Personnel Management modern organization: Educational and practical guide / Shekshnya S.V. - M .: CJSC "Business School", 1998 - 23 p.

According to the author of this work, the democratic style of leadership can still be recognized as the most optimal, since it allows you to avoid serious mistakes in making decisions and takes into account the knowledge and experience of subordinates. With this style, it is easier to adapt to constantly changing environmental conditions. This style offers some flexibility, allowing you to use high tech and innovation. But still, leadership is an art, so no researcher can develop a theory of an effective leadership style that will be ideal for all situations, for all teams and their leaders. Leadership itself would lose its appeal if such a style were developed, turning the leadership process into the use of standard techniques. Management would become routine and uninteresting. Therefore, every leader must know and be able to use all three styles in accordance with the situation.

image leadership leadership

Bibliography

1. Business psychology: A course of lectures: A textbook for higher and secondary special educational institutions. - St. Petersburg: Soyuz Publishing House, 2000.

2. Management psychology: Tutorial. - Rostov-on-Don: Phoenix Publishing House, 1997

3. Socio - mental foundations of managerial activity. Textbook for university students. - M: Publishing house center "Academy", 2002.

4. Kamenskaya VG Socio-psychological foundations of management activity, higher education. - M.: ACADEMA, 2002.

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