Decisions of a manager with an authoritarian management style. Management styles in management

The authoritarian style of managing an organization is characterized by excessive centralization of the manager’s power and autocratic resolution of all issues. This style is characteristic of powerful and strong-willed people who are tough towards others. This article will examine its advantages and disadvantages in detail.

You will learn:

• What is the authoritarian management style?
• In what forms can it be presented?
• What are the features of mixed forms of authoritarian management style.

Authoritarian management style - This is, first of all, strictly defined regulations of the organization, under which employees conscientiously perform their duties, meekly recognizing the authority of the manager.

Provisions found among the main characteristics of the authoritarian management style of an organization:

• any issue is resolved by the manager;
• team members are completely or partially deprived of the opportunity to contribute to organizational work;
• the solution of important tasks is not entrusted to employees;
• The manager himself determines the conditions and methods of work.

• documents and accounting are always in order;
• the quality of manufactured products is under control;
• the number of conflicts on work issues in the team is minimal, because the tasks are set from above and are strictly regulated;
• management is carried out centrally, which allows you to avoid disputes and objectively see the big picture.

• a huge waste of energy and time for a leader who makes decisions alone;
• there is a high probability of errors in decision making, because management is carried out by only one person;
• pressure from management, suppression of initiative, constant control over workers;
• helplessness of the work team in the absence of the boss;
• tense environment, since many may be oppressed by the dictatorship of the leader.

Test: Are you more tough or soft as a leader?

A tough manager increases competition between sales employees. Calm and friendly boss is supportive teamwork Sales. Editorial staff of the magazine " Commercial Director» has compiled a test for you so that you can find out which management style will bring you more profit and how to maintain a balance in your management style.

Methods of authoritarian style of managing an organization

Management methods- these are techniques that a leader can use to effectively influence subordinates. Among the methods of authoritarian management style, the following can be distinguished:

• organizational and administrative;
• economic;
• socio-psychological;
• public or collective.

Organizational and administrative methods management is control over the activities of personnel with the help of orders, instructions, instructions, directives, resolutions, regulations, etc. In other words, the essence of the method is the use of administrative documentation. The advantage is that subordinates do not have the right to ignore official orders.

Economic methods management is control over the activities of personnel using a system of bonuses and fines. In this way, you can stimulate the employee and develop his interest in work. Advantage this method is that subordinates voluntarily perform the tasks assigned to them. The disadvantage is the additional financial costs. In addition, the introduction of fines is not legal.

Social-psychological methods management - motivating employees using psychological techniques and simple “human” communication. Effectiveness depends on the abilities, experience and charisma of the leader. It requires a competent approach, without which you can only aggravate the situation, becoming “one of our own” for everyone, which will lead to a loss of authority.

Social or collective methods influence. Theoretically, they can serve as a means authoritarian governance, since the boss always has the opportunity to exercise leadership, using boards and councils as intermediaries. However, formally this contradicts the very definition of authoritarianism. However, indirect management deserves mention as one of the methods available to the manager.

It should be noted that there are two types of forms of authoritarian management style: benevolent and exploitative. Depending on which of them the company works with, management methods are selected. The benevolent form of the authoritarian style is represented by relaxed management methods and a significant reduction in the number of punishments.

1. "Exploitation" authoritarian style.

It consists in the fact that the boss takes responsibility for the entire work process and gives orders to his subordinates, without considering anyone’s opinions, even if they are reasoned. Punishment is used as the main form of motivation.

All orders are carried out by employees blindly, from the position of “our business is small.” The manager's mistakes cause schadenfreude among his subordinates.

Great responsibility can weigh heavily on a manager, because he alone pays for all mistakes and is not always able to identify their cause. Employees, even if they are able to help, often prefer to remain silent, believing that they will not be listened to. This situation is regularly repeated and leads to the formation of a tense psychological situation in the team: some feel unfulfilled, others feel overworked.

Thus, mistakes in an exploitative-authoritarian style have a double price:

• psychological trauma due to constant stress;
• economic losses.
• "Benevolent" authoritarian style.

This type of authoritarian leadership style implies a parental attitude towards subordinates. The boss is interested in the staff’s point of view, but can ignore even a reasonable opinion and do it his own way. The manager provides some freedom of action, but strictly controls the work process and monitors compliance with the company’s charter and the requirements of the work algorithm. Various methods of punishment and reward are used.

• Managing a women's team: psychological characteristics

A few words about the authoritarian-democratic management style

Unlike the usual mixed authoritarian style, it supports innovations and initiatives of staff; employees are part of the common cause and are aware of their responsibility for the result. Workers will be able to cope with the task even in the absence of the boss.

For example, the following situation is possible: the main power is concentrated in the hands of the boss, but at the same time the rights and responsibilities are distributed between him and his deputies or subordinates. The team is constantly aware of everyone important issues.

However, with an authoritarian-democratic style, if the need arises, the leader will easily ignore the opinions of his subordinates and make a decision alone. It is also possible to use reprimands, comments and orders as management methods.

However, the authoritarian-democratic leadership style helps to achieve success only if the leader is a knowledgeable and experienced person, capable of maintaining harmony in the team and accepting right decisions. It is also possible that “ side effect» democratic management style, when the boss reduces control too much and subordinates relax.

Authoritarian management style: modern modifications

In modern management theory and practice, there are many leadership styles and their modifications, but the most common are the following:

1. Bureaucratic leadership style

The relationship between the manager and subordinates is formal and anonymous, the personal power of the boss is minimal. Bureaucratic style represents an extreme degree of structuring and regulating the actions of company employees. This is achieved through a careful division of responsibilities, the creation of job rules and regulations, which detail who should do what and how. Information comes to employees through formal sources. Control is carried out by checking written reports and through messages.

The bureaucratic style can be called a weakened version of the authoritarian style, since the boss can give orders through documents, but he delegates the main powers to the drafters and controllers of regulations. In Russia today, the bureaucratic style is characteristic of public administration, where it is used, as a rule, selectively.

1. Autocratic leadership style

It is rare and more typical for large companies. The manager has a management apparatus that acts on the basis of his orders, which violates the official chain of command, since the manager indirectly performs the function of a subordinate structure.

A distinctive feature of this management style is underdeveloped personal communication between the boss and subordinates. The autocratic style was often found during the command-administrative system in the Soviet Union, as well as in other states. In our time it has been preserved in large companies and state corporations.

1. Patriarchal leadership style

An organization with this leadership style exists on the principle of a large family, where the head is the leader. He looks after his subordinates, cares and demands respect, gratitude and diligence from them. Within this style, employees are stimulated by creating personal dependence and devotion in them.

The positive side of the patriarchal style is that it can be effective in a low-competent team, where the professionalism and responsibility of the staff is poorly expressed.

The negative side of this management style is that guardianship can serve as an obstacle to the development of initiative.

1. Charismatic leadership style

Similar to the patriarchal style, but in in this case The authority of the boss is higher and more personal. The style is based on the belief of subordinates that their boss is special and unique. A charismatic leader does not entrust the main issues to management structures and tries to connect the success of the company with his own qualities, fuels the impression of himself as a an outstanding person. There are no clearly defined statutes and rules. The management apparatus is a kind of headquarters, where the boss and his associates have approximately equal responsibilities. Such leaders are especially in demand in critical times of crisis.

In our country, the charismatic style is common in enterprises created on the initiative of the leader himself. As the company grows, it becomes necessary to tighten and regulate the organization of the work process, since the capabilities of charismatic leadership weaken.

Expert opinion

Russian leaders are negatively affected by stereotypes

Galina Rogozina,

Head of Leadership Development Practice at the consulting company RosExpert, Moscow

The CEO, due to the specifics of his activities, often appears as a public figure. And then the typical Russian stereotypes of a leader are applied to him: authoritarian, domineering, demanding, tough. Russian managers are credited with the roles of “ strong hand", "strict but fair" boss. Therefore, trying to conform to prevailing opinions, the Russian leader in public relies only on his own views, turning a blind eye to the point of view of others and not involving them in resolving issues. He is used to assigning responsibilities and depriving him of powers, and in disputes to defend his opinion to the end. If it is possible to do without controversy, the general director shows patience, gives the opportunity to all participants in the meeting to speak, and in the end makes a decision independently and unconditionally.

• Organizational management system in modern business conditions

How to Know if an Authoritarian Management Style Is Suitable for You

The ability to adapt to a specific situation by choosing an appropriate management style is not inherent in the leader from the very beginning. In order to learn this, you need to work for a long time and gain experience.

The following factors need to be considered:

1. Nature of activity

The type of activity of the company's employees has a significant influence on the choice of management style. For example, a liberal management style is perfect for a creative team, but at times it needs to be given a shake-up by democratic or even authoritarian style. Lack of boundaries for creativity is necessary, but everything is good in moderation. If it turns out that for every mistake of employees the company incurs losses (not necessarily in financially), then it would be more appropriate to use an authoritarian style. However, no team can survive on punishments alone, so don’t forget about rewards.

1. Difficulty of the task

As a rule, the most difficult problems have many possible solutions. It becomes difficult to choose the most effective one. If it is difficult to say which is better, a democratic management style will do. Solving a problem alone is dangerous; it is much more effective to think about the issue together, considering different points of view.

And if the issue is simple, then the manager is able to solve it on his own, or by entrusting it to employees, but in this case their competence is important.

1. Team specifics

It is a big plus for a manager if he personally knows all his subordinates. Then it will be easy for him to choose an approach for everyone and reveal their potential. Some work more productively when they are given clear tasks, while others are stronger at improvisation. A prudent boss should keep in mind such characteristics of each employee. Naturally, this is easier to do in a small team.

When a team consists of newcomers who have little understanding of the business, it is better to manage in an authoritarian style. If the majority of the team are professionals, working with a democratic management style will be more effective.

1. Force majeure situations

Unfortunately, force majeure situations happen to everyone; as a rule, not a single thing can be done without it. The main thing is to be able to find a way out correctly. In emergency conditions, time to make a decision is limited, there is no time to gather a council, and it is better for the manager to make the decision personally. This is inherent in the authoritarian style.

• Problems of business management: how mentality affects work

Expert opinion

You need to be able to apply different management styles depending on the situation.

Galina Agureeva,

President of the South Russian Club of HR Managers, Rostov-on-Don

The structure of business in Russia is improving, and in connection with this, the leadership abilities of top managers are developing. Our companies won in terms of margin, price, and assortment. Now our staff is competitive. The degree of professionalism of the work team and their boss has become our main advantage. At the same time, an effective manager must be able to use all management styles. For example, most of today's authoritarian leaders come to the conclusion that it is impossible to keep a tight rein on subordinates all the time - it is necessary to be lenient with them from time to time.

The crisis has become an additional reason to reconsider the leadership style. Many general directors faced the need to fire people, cut compensation packages, freeze projects, and confront employee depression. The heads of companies were simply forced to “go out to the people”, explain what was happening, and use non-material means of motivation. However, to succeed along this path, a leader must clearly understand what results he wants to achieve. Only then will it be clear to him what management and communication technologies need to be used. At the same time, you cannot speak once and lock yourself in your office again. You need to constantly appear in public. Such activity requires a lot of effort and time and often distracts the head of the company from performing his immediate duties.

The transition to a different leadership style should be smooth. A person needs time to change. You cannot be a despot today and tomorrow pat your subordinates on the shoulder and ask their opinion on every issue. Moreover, it is also easier for employees when changes occur gradually. For example, when managers learning to manage in a coaching style begin to be interested in the point of view of employees, instead of giving instructions, this sometimes causes confusion among subordinates - they are not ready for such a relationship. In such situations, if the head of the company understands that he is authoritarian and non-public, you can first place a more flexible and communicative person next to him, for example an HR director. Otherwise, anyone can take on the role of “idea mastermind” and the situation will get out of control.

As for me, the head of public professional organization he simply cannot be a cabinet leader. He must manage a community of professionals, many of whom enjoy enormous authority in the business environment. Directive communication and a commanding tone are impossible with such people. It must also be remembered that the leader of a public organization does not have a large budget, and therefore, in order to stimulate people to carry out complex organizational and intellectual work, it is necessary to skillfully use intangible means. It is necessary to capture the needs of community members, formulate common goals, inspire, guide and organize people, and then constantly keep them active.

• How can a leader gain authority in a team?

12 tips on what an authoritarian management style should look like

1. Don't contradict your principles.

A leader who has achieved love and respect should not neglect his principles. Write a list of things that are completely unacceptable for you when communicating with your team. If, for example, you are determined not to be late for work, communicate this to your team. Punishments for such offenses are another matter. The main thing is not to give in to your principles under any circumstances. Once you turn a blind eye to an employee being late and leave him without sanctions, your rule will immediately lose its meaning for the entire team. It is better not to overdo it with such principles, five are enough, otherwise you can create the image of a despot, and this is of no use to you.

1. Set clear time frames.

Spend a clear amount of time on any meeting, for example 30 minutes. It is possible that some issues will require more careful consideration and will take longer, but such cases will be the exception. If employees keep in mind that they only have 30 minutes to resolve the issue, they are almost 100% likely to complete it within that time frame. Give them an hour to discuss and they will think the whole time. Give a task without limiting the time for solving it, it will not be ready the next day.

1. Don't be afraid of conflicts in your team.

You should not be afraid of conflicts arising in the team. After all, they can sometimes be beneficial. Even a conflict within a team can create healthy competition, which will significantly increase labor efficiency if supported.

1. Reward everyone for their achievements.

If a solution proposed by an employee turns out to be successful, you should not attribute its success to the entire team or to yourself personally. This can completely discourage people from taking initiative and reduce effort in their work.

1. Treat every employee equally.

Avoid familiarity from subordinates. Absolutely everyone should be at an equal distance from you in communication; you should not make exceptions for anyone. If one of the employees is close to you in real life, try to agree with him that at work you are a boss and a subordinate, and outside of work you are close people.

1. Everyone should get what they deserve.

Everyone should receive what they deserve. If your subordinates have made a mistake, you don’t need to console them like children. Employees must realize that they are responsible for their misconduct and all consequences fall on their shoulders. But successes should be dealt with according to the same principle: the efforts and achievements of employees should be encouraged. Morally or financially - it's up to you. If a subordinate has achieved success, you should not pretend that this is how it should be. Every team needs emotional reinforcement to be effective.

1. Don't change yourself.

A person who is good-natured by nature is unlikely to make a strict authoritarian boss. If he tries to become like this, it will look unnatural. The same as if a tough and powerful person, who is listened to outside the work team, tries to look after his subordinates like a father who is lenient towards all mistakes. Choose a management tactic that you feel comfortable with. And remember the main thing: the best management style is a balanced mixture of all styles.

1. Take even more interest in your work.

You should know more than anyone about the responsibilities of your subordinates. Your point of view on a particular work issue should be the highest priority.

1. State your instructions clearly.

You need to express yourself very clearly - there is no time for empty talk.

1. Learn to make decisions.

It is your responsibility to solve problems, you are responsible for them. For this reason, you should communicate your wishes to employees through verbal and non-verbal means.

1. Monitor the work of your subordinates.

Always be aware of what is happening. Put procedures in place to ensure you always have access to the information you need to evaluate each employee's diligence and performance.

1. Draw the attention of your subordinates to any cases of non-compliance with the rules.

Let them know what behavior is not acceptable. Insist on strict adherence to the organization's rules.

• How to Easily Increase Your Authority: The Secrets of Benjamin Franklin

Authoritarian management style using examples of global companies

Corporation "Chrysler»

In 1978, Lee Iacocca took over as head of the Chrysler Corporation. At that time, the organization faced significant difficulties: its position in the American market was rapidly declining and the situation threatened to lead to bankruptcy.

Lee Iacocca consulted with various experts and came to the conclusion that the main problem of the corporation was the liberal management style. The new leader changed this approach, focusing on a combination of democratic and authoritarian principles. This led to the fact that the Chrysler Corporation was able to quickly regain its lost positions and become one of the leaders in the automotive industry.

Henry Ford

Henry Ford's approach to organizing his company is curious in many ways. The introduction of conveyor production, the mechanization of transport operations, meticulousness in the selection of personnel, even the study of their living conditions - all this led to the emergence of a powerful, efficient and thought-out structure.

No less remarkable is Ford's dictatorial management style. Any links of managers and department heads had very narrow powers in the company and rather performed the nominal role of intermediaries between the manager and workers than any management functions. Ford persistently rejected almost all intermediate management elements in the company and sought to ensure that the workforce consisted almost entirely of workers.

The success of Ford Motor was ensured by the stability of production, but by the end of the 20s, the social and market environment of America had changed. The lack of flexibility in the company's policy caused difficulties in its adaptation to new circumstances, and its leading position was lost.

Steve Jobs

Steve Jobs was a unique figure among leaders. He was not only the media face of the company, but also its ideologist, as well as a tough leader who rejected a democratic management style. However, his authoritarianism did not lie in the absence of intermediate superiors with significant powers. It was in this regard that Jobs gave them sufficient power and freedom. Much more significant is the fact that the leader was the face of Apple, irreplaceable due to his personal charisma and strength of character. In addition to his leadership qualities, he also had significant commercial competence to effectively manage the company.

Bill Gatesand companyMicrosoft

Bill Gates stands out from other leaders because of his democratic approach. But this democracy is selective: the creator of the Microsoft company introduces concessions for representatives of the position he likes most - programmers. It gives them significant freedom, both in terms of their work schedule and in their approach to completing assigned tasks.

However, one should not assume that this approach is based solely on the preferences of Bill Gates. The head of Microsoft is well aware that a programmer, unlike many other employees, does not necessarily have to be at his workplace all day. If his tasks come down to achieving a certain result by a given time, then it is permissible for a person to build his own schedule and create the most comfortable atmosphere around himself.

Thus, Gates’ reward system may at first glance be perceived as an authoritarian management style, where the manager is selective towards employees and forms a certain elite among them, neglecting the interests of others. However, all these actions, on the contrary, are signs of a democratic approach with a maximum degree of freedom based on logic and common sense.

Company information

TOconsultingand IcompanyIRosExpert, Moscow. Area of ​​activity: selection of top managers, development of leadership potential of managers, attraction of independent members of boards of directors and consultants. Territory: Moscow, Kyiv. Number of personnel: 50. Number of implemented projects: 120 (in 2009).

TorganizationalIsetb"Thing!", MoscowA. Field of activity: sale of clothing and accessories for adults and children in the lower middle price segment. Form of organization: LLC. Territory: the head office is located in Moscow, stores are located in Moscow, St. Petersburg, Vladimir, Volgograd, Voronezh, Voskresensk, Yekaterinburg, Kazan, Klin, Kostroma, Krasnodar, Krasnoyarsk, Mytishchi, Nizhny Novgorod, Novosibirsk, Rostov-on-Don, Tambov, Ufa, Chelyabinsk, Yaroslavl. Number of stores in the chain: 46. Number of staff: 1033 people.

South Russian Club of HR Managers. Scope of activity: creating an effectively functioning professional community of HR specialists in the region. Form of organization: regional public organization. Territory: head office – in Rostov-on-Don; representative offices in Volgograd and Taganrog (Rostov region). Number of staff: 114. Implemented projects: 18 events, 6 educational and 1 social project (in 2009).

Every leader sooner or later leans toward one management style or another. In management today, there are several types of behavior, each of which is effective in its own way. Management methods and styles used by the same person may change, depending on what tasks the manager sets for himself and the team. Therefore, it is not possible to name one, the most effective management style.

Today, the main management styles are:

1. Liberal line of personnel management or the principle of non-interference by a manager in the activities of subordinates. A manager who practices this style of work acts as an intermediary between employees and higher management. Liberal behavior of management is practiced in teams where employees know their job well, their day is scheduled minute by minute, and there is simply no need for one person to make additional decisions.
2. Authoritarian management style in management. In this case, all work decisions are made “by one person.” High demands, constant pressure and control over the progress of activities. The authoritarian style is good in cases where extreme situations arise and decisions need to be made urgently.
3. Democratic management style. Managers who adhere to this style can involve specialists at all levels in solving management problems. As motivators for work, the boss chooses the opportunity for each employee to fulfill his needs in terms of self-expression, creativity, and belonging to a team.
4. A combination of several management styles in management. In practice, it is very difficult for a manager to develop one single leadership style and adhere only to it. After all, the team consists of living people, and they are all very different. The tendency towards one of the behavioral lines in management consists of the boss’s own capabilities: his level of education, work experience, mental qualities, as well as the traditions of the company and the tasks that are being solved at the moment.

Basic management models

Leadership, power and management styles are a broad topic that causes controversy and regularly gives rise to new theories regarding effective and ineffective management styles. At the beginning of the 20th century, when the science of people management was just beginning to develop, theorists and practitioners in different parts of the world took up it. As a result, several management models emerged, which, on a territorial basis, were called Western, Japanese and American styles. Each method is effective in its own way, and at the same time fundamentally different from the other.

1. Western style of management. Individual responsibility and decisions are made not only at the top, but also at the middle level of employees; business relationships are not mixed with personal ones.
2. American management style. Strict compliance with standards and regulations, practicality, staff development.
3. Japanese management style. Continuous improvement of personnel qualifications, understanding of joint contribution to the development of the company, high level of trust of management in relation to subordinates.

Coaching as a new management style

Coaching is a kind of business psychoanalysis. This type of business process management appeared relatively recently in the West, and came to Russia only a few years ago. The essence of coaching is that the coach (aka business trainer) does not delve deeply into the problems of the person being counseled and does not give valuable instructions. The coach’s task is to ensure that the specialist himself formulates his problem and finds ways to overcome it. Today, coaching is considered a very promising area in the science of leading people.

Management methods and styles are a broad topic and open to research. A competent manager is one who knows how not to confine himself to just one option, but to choose one or another method of personnel management, based on the goals and objectives that are currently facing him.

A correctly defined and successfully applied management style allows you to most successfully use the potential of all employees of the enterprise. With the help of an established management style, job satisfaction and productivity of employees are achieved.

Management style is the way a manager manages his subordinate employees, as well as a pattern of manager behavior independent of the specific management situation. With the help of an established management style, job satisfaction can be achieved and employee productivity can be encouraged. At the same time, there is no optimal management style, and we can talk about the advantage of one or another management style only for a certain management situation.

The following management styles are distinguished:

Task-oriented, which must be completed, while, as Bizani claims, the leader:

decries insufficient work;

encourages slow-performing employees to put in more effort;

gives special meaning volume of work;

rules with an iron fist;

draws attention to the fact that its employees work with full dedication;

encourages employees through pressure and manipulation to make even greater efforts;

demands greater productivity from underperforming employees.

Research by Halpin-Wiener and Peltz shows that such leaders:

are often characterized more positively by their bosses than person-oriented managers;

are positively evaluated by their employees if managers have influence “at the top.”

Personality-oriented, where employees and their needs and expectations are at the center. According to Bizani, head:

pays attention to the health of employees; cares about good relations with his subordinates; treats his subordinates as equals;

supports its employees in what they do or need to do;

stands up for his employees.

A manager who manages based on the individual cannot, however, immediately count on the complete satisfaction of his employees. For this, the influence and respect of the manager “at the top” is important, on the basis of which he is able to protect the interests of employees.

There are three problems with management style:

1. The results to be achieved by a management style contain several components that cannot be put together.
2. Absolutization of management style is considered as a way by which labor productivity is increased.
3. The management situation is seen as unchanged, while over time it can change and the manager must accordingly change his attitude towards individual employees.

Management styles can be one- or multi-dimensional. Management style is one-dimensional if one evaluation criterion is considered. Authoritarian, corporate and other management styles are one-dimensional, with the first and second styles being polarly different from each other.

Authoritarian management style. With this management style, all production activity organized by the leader without the participation of subordinates. This management style can be used when solving current problems and involves O greater educational distance between manager and subordinate, as well as material motivation of employees.

Supervisor By virtue of his legitimate authority, he controls his subordinates and expects obedience from them. He makes decisions without justifying them to his subordinates, and proceeds from the fact that, unlike his subordinates, he has a O greater understanding and knowledge of the matter, which, of course, should not be. The manager's decisions are in the nature of orders that must be unconditionally followed by subordinates, otherwise they can expect sanctions against themselves;

The manager maintains a distance in relations with subordinates, informs them about the facts that they must know in order to perform their tasks. He controls whether and to what extent his orders are followed. Signs that emphasize a person’s position in the eyes of the people around him (for example, a car) support the reputation of a leader with authority.

high consciousness;

high self-control;

foresight;

good decision-making ability;

penetration ability.

Subordinates- addressees of orders. According to the "theory" x And xy:

the average person is lazy and avoids work as much as possible;

employees are unambitious, afraid of responsibility and want to be led;

pressure on subordinates and sanctions against them are necessary to achieve the goals of the enterprise;

Strict management of subordinates and private control over them are inevitable.

With this style of management, the motivation of subordinates is often limited, because the leader is socially separated and, as a rule, conveys less interesting work subordinates and maintains in them the fear of threatening sanctions. Subordinates become indifferent to the leader, as well as to the enterprise. They obtain information through unofficial means due to information barriers set by the manager.

recognition of the leader by the sole authority;

recognition and execution of orders from the manager;

lack of desire to have the right to control.

The disadvantages of the authoritarian style lie in the weak motivation for independence and development of subordinates, as well as in the danger of erroneous decisions through excessive demands from managers regarding the quantity and (or) quality of work.

Corporate management style. With a corporate management style, production activities are organized in the interaction of a manager and a subordinate. This management style can be used when the creative content of the work prevails and assumes an approximately equal level of education for the manager and subordinates, as well as non-material incentives for the employee.

Typical features of a corporate management style:

Supervisor manages subordinates by including them in the decision-making process for which he is responsible. He expects specific help from his subordinates and makes decisions taking into account their suggestions and objections. He delegates his authority as much as possible and gives orders only when necessary. At the same time, he recognizes the abilities of his subordinates and is aware that he cannot know everything and foresee everything. Only the result of the work is controlled; self-control is allowed.

The manager not only informs in detail about the actual state of affairs, which must be known in order to complete tasks, but also reports other information about the enterprise. Information serves as a means of control. A leader does not need signs that emphasize his position in the eyes of the people around him.

Requirements for a corporate managing director, according to Shtopp:

openness;

trust in employees;

waiver of individual privileges;

ability and desire to delegate authority;

service supervision;

control of results.

Subordinates are seen as partners who can carry out relatively independently" daily work"When assessing subordinates with this leadership style, they most often proceed from the "theory at theories xy, according to which:

reluctance to work is not innate by nature, but a consequence of poor working conditions, which reduce the natural desire to work;

employees take into account goals, have self-discipline and self-control;

the company's goals are achieved the shortest route through monetary incentives and providing opportunities for individual development;

With favorable experience, employees are not afraid of responsibility.

The active position of subordinates increases their motivation, which leads to improved work results.

Requirements for corporately managed subordinates, according to Stopp:

the desire and ability to take personal responsibility;

self-control;

use of control rights.

The advantage of corporate style is making expedient decisions, highly motivating employees and unburdening the manager. In addition, employee development is supported. Disadvantage - corporate management style can slow down decision making.

Management method of delegation of powers. Such management is a technique in which competencies and responsibility for actions are transferred, as far as possible, to employees who make and implement decisions. Delegation can be directed to any field of activity of the enterprise. However, one should avoid delegating typically managerial management functions, as well as tasks with far-reaching consequences. When delegating authority, the burden is removed from the manager, the employees’ own initiative is supported, and their work motivation and willingness to bear responsibility are enhanced. In addition, employees must be trusted to make decisions on their own responsibility.

To successfully use delegation management, you need:

delegation of tasks to employees;

delegation of competencies to employees;

delegating responsibility for actions to employees;

eliminating the possibility of revoking delegated powers or transferring them from one employee to another;

establishing a procedure for regulating exceptional cases;

eliminating the possibility of manager intervention when correct actions employee;

mandatory intervention of the manager in case of an error and obtaining results settled in a special manner;

the manager's acceptance of leadership responsibilities;

creation of appropriate information system.

The transferred tasks must correspond to the abilities of the employees, be predominantly homogeneous, and complete in form. Delegated competencies and responsibility for actions must be consistent in scope.

Advantages management by delegation method:

unloading of the manager;

the ability to quickly make smart decisions; employees are transferred competencies and responsibility for engagement;

development assistance own initiative, work motivation among employees.

Disadvantages of delegation management:

the manager delegates as few interesting tasks as possible;

hierarchical relationships can be established;

strong orientation towards tasks rather than towards employees;

establishment of hierarchical relationships "horizontally".

Why don't managers delegate enough?

1. Fear that subordinates do not carry out assignments competently enough (make mistakes).
2. Distrust in the competence of subordinates.
3. Fear that subordinates acquire high competence too quickly.
4. Fear of losing one’s meaning and its attendant benefits.
5. Fear of losing one's own authority or status.
6. Fear that the manager himself will lose control over this issue.
7. Fear of risk.
8. Reluctance to give away work that the manager himself is good at.
9. Inability to advise and manage subordinates.
10. Lack of time to advise and manage subordinates.

Why are subordinates not ready to bear responsibility?

1. Lack of self-confidence.
2. Lack of information.
3. Fear of possible criticism.
4. Insufficient positive response to successfully completed assignments.
5. Insufficient employee motivation.
6. Negative workplace atmosphere.

How to delegate?

1. Carefully select the tasks to be delegated.
2. Carefully choose the person to delegate to.
3. Delegate predominantly “final results” instead of precise methods for completing a task.
4. Be prepared for the fact that mistakes will be made and that they need to be forgiven.
5. Give enough authority to complete the task to completion.
6. Inform others what has been delegated and to whom.
7. Delegate gradually and make delegated tasks more complex.

The use of a particular style, as well as its results, depend on many factors. This is, first of all, complete mastery of one of the leadership styles, the predisposition of the team to perceive the management and leadership style that is sometimes imposed on it from above. When mastering the science of management, it is very important to avoid mistakes. Analysis of the activities of managers at various levels and various enterprises allowed specialists to identify the most common mistakes made by managers. The ten main mistakes in personnel management at an enterprise can be formulated as follows;

1. The desire to do everything yourself.
2. The tendency to let things take their course.
3. Bias against certain employees.
4. Fixed, schematic or doctrinaire attitudes.
5. Excessive sensitivity to other, including critical, opinions.
6. Self-satisfaction or arrogance.
7. Unresponsive to employee suggestions.
8. Obvious lack of respect for the employee’s personality, such as allowing criticism in front of others.
9. Clear distrust of employees.
10. Lack of consistency in actions.

Conversely, the experience of successful enterprises has shown that the managers of these enterprises to a much greater extent:

1. value knowledge of the matter;
2. treat people as equals;
3. reward fairly;
4. detect errors objectively;
5. reliable and loyal;
6. listen to opinions that differ from their own;
7. value progress;
8. have the authority of experts in the matter;
9. free from bias;
10. tolerate criticism;
11. capable of change than the heads of unsuccessful enterprises.

Management or leadership style is the most important factor in enterprise management. A correctly defined and successfully applied style allows you to most successfully use the potential of all employees of the enterprise. That is why in last years Many companies pay such significant attention to this issue.

Leadership style– a set of methods used by a manager to influence subordinates, as well as the form (manner, nature) of the execution of these methods in order to effectively perform managerial functions and assigned tasks.

The study of leadership style and the very emergence of this concept are associated with the name of the famous psychologist K. Levin, who in the 30s. XX century Developed a typology of individual leadership styles. German psychologist Kurt Lewin (1890-1947) conducted a series of experiments, on the basis of which he identified three management styles that have become classic:

Ø democratic (or collegial);

Ø conniving (or liberal-anarchist, or neutral).

Based on issuing orders to subordinates in the form of an order without any explanation common connections with the goals and objectives of the organization. It is characterized by strict individual decision-making by the manager (“minimum democracy”), strict constant control over the implementation of decisions with the threat of punishment (“maximum control”), and a lack of interest in the employee as an individual. Employees must only do what they are told to do. At the same time, they receive a minimum of information. The interests of employees are not taken into account.

This style is characterized by centralization of power, the manager demands reports on the work performed, and gives preference to the official nature of the relationship. The leader maintains a distance between himself and his subordinates and perceives everything new with caution. Due to constant monitoring, this management style provides quite acceptable performance results according to the following criteria: profit, productivity, product quality can be good.

Style Features:

Ø the prevailing methods of management are orders, instructions, reprimands, threats, deprivation of benefits. The interests and wishes of employees are not taken into account;

Ø when communicating with people, a harsh tone of communication, harshness, tactlessness, even rudeness prevails;

Ø the interests of the business are placed significantly above the interests of people.

Advantages of the style:

Ø ensures clarity and efficiency of management

Ø minimizes decision-making time, in small organizations provides a quick response to changing external conditions

Ø creates a visible unity of management actions to achieve set goals.

Style Disadvantages:

Ø high probability of erroneous decisions;

Ø suppression of initiative, creativity of subordinates, slowdown of innovations, passivity of employees;

Ø bulky control system,

Ø people’s dissatisfaction with their work, their position in the team;

Ø unfavorable psychological climate (“sycophants”, “scapegoats”, intrigues) causes increased psychological stress and is harmful to mental and physical health.

Use Cases:

This is required by the production situation (in critical situations - accidents at the production site)

The staff voluntarily and willingly agrees to authoritarian methods manuals. Subordinates trust the leader, but he is sure that they are not able to act in the right way on their own.

This style is effective for military service, in the activities of some government agencies(military operations, etc.).

Democratic management style:

Management decisions are made on the basis of discussion of the problem, taking into account the opinions and initiatives of employees (“maximum democracy”), the implementation of decisions made is controlled by both the manager and the employees themselves (“maximum control”); The manager shows interest and friendly attention to the personalities of employees, taking into account their interests, needs, and characteristics.

The democratic style is the most effective, as it ensures a high probability of correct informed decisions, high production results, initiative, employee activity, people's satisfaction with their work and team membership.

This management style involves interaction based on trust and mutual understanding. The leader behaves in this case as one of the group members; Each employee can express their opinions on different issues. The manager delegates some of the managerial functions to his subordinates, creates situations in which they can express themselves the best way. The implementation of a democratic style is possible with high intellectual, organizational, psychological and communication abilities of the leader.

Style Features:

Ø Important production problems are discussed and on this basis a solution is developed. The manager in every possible way stimulates and encourages initiative on the part of subordinates;

Ø regularly and timely informs the team on issues important to them;

Ø communication is conducted in a friendly and polite manner;

Ø With this style, a favorable psychological climate and cohesion develops in the team.

Advantages of the style:

Ø stimulates the manifestation of initiative, reveals creative potential

Ø allows you to more successfully solve innovative, non-standard problems

Ø includes psychological mechanisms work motivation

Ø increases the satisfaction of performers with their work

Ø creates a favorable mental climate in the team, etc.

Conditions for using the style:

Having a stable, established team

Highly qualified employees

Availability of active, proactive, out-of-the-box employees

Under non-extreme production conditions.

Permissive management style:

The permissive management style is characterized, on the one hand, by “maximum democracy”, i.e. everyone can express their positions, but they do not strive to achieve real accounting, agreement of opinions, and on the other hand, “minimum control” (even the decisions made are not implemented, little control over their implementation is used collective way making decisions to evade responsibility). Softness in managing people prevents a leader from acquiring the desired authority.

Style Features:

Ø communication is conducted in a confidential tone, in polite form, the manager is indifferent both to the needs of employees and to criticism addressed to him,

Ø this leadership style is acceptable in creative teams in which employees are different creative individuality;

Ø there is almost complete freedom of performers with very weak managerial influence;

Ø this management style is characterized by lack of initiative, non-interference of the manager in the process of certain works.

Style Disadvantages:

Performance results are usually low;

People are not satisfied with their work, their manager

The psychological climate in the team is not always favorable;

There is no cooperation;

There is no incentive to work conscientiously;

Sections of work are made up of the individual interests of leaders;

There is a stratification into conflicting subgroups.

This style is justified when the staff is very competent and responsible and the manager himself is poorly trained. Also, when guiding scientific and other creative teams with strong and disciplined workers.

In general, the leader's style is flexible, individual and situational. He must master all three styles and skillfully apply them depending on the specific situation, the specifics of the tasks being solved, the socio-psychological characteristics of employees and his own personal qualities.

Customized Style:

This style is not distinguished by science, but it will always exist.

We can say that the individualized style is a creative mixture of all the above-mentioned leadership styles. The leader uses authoritarianism at certain moments, takes the blow, and bears all the responsibility. Then, to solve some problems, he convenes the company’s management and puts before them a whole series of issues for consideration, i.e. uses a passive, liberal style. And, finally, the leader assigns some of the responsibilities to the heads of departments, including giving them the right to resolve certain issues and responsibility for making decisions, and he himself controls the progress of their work.

The strength of this leadership style is its creativity, because... the leader can vary various styles management depending on the situation that occurs in the company.

Weakness: the manager must constantly show a certain flexibility and speed of reaction, for example, if in situations that require authoritarianism, he shows a passive style, then he will quickly lose his influence and authority in the company.

"Multidimensional" leadership styles(they simultaneously take into account a number of criteria for assessing a leader’s behavior)

Initially, the idea of ​​a “two-dimensional” management style was formed, which is based on two approaches. One of them focuses on creating a favorable moral and psychological climate in the team, establishing human relations, and the other - to create appropriate organizational and technical conditions under which a person can fully reveal his abilities.

Management grid by R. Blake and J. Mouton.

In the early 80s, the concept of the “management grid” appeared, created by American psychologists Robert Blake and Jane Mouton.

Focus on

person
1 2 3 4 5 6 7 8 9

Task orientation

The vertical axis of this scheme ranks “caring for people” (the manager’s concentration on employees, their needs, expectations, positive and negative qualities) on a scale from 1 to 9. Caring for people can be expressed in the creation of favorable working conditions, job security, and improvement of the structure salaries, etc.

The horizontal axis ranks “concern for production” (the manager’s concentration on production indicators - productivity, profit, efficiency) also on a scale from 1 to 9. In total, there are 81 leadership styles, which are determined by the degree to which these two factors are manifested. Blake and Mouton describe the middle and four outer grid positions as:

1.1. poverty of management (little management): involves minimal concern for production and the needs of workers. The leader makes the minimum effort required to maintain his workplace In the organisation.

9.1. work management: Maximum concern for production efficiency is combined with minimal concern for subordinates. A type 9.1 manager gives priority to maximizing production results, dictating to subordinates what and how they should do; the moral microclimate in the manager’s team is of little concern to him.

1.9. people management: maximum care for people is combined with minimal care for production; attention is paid to creating a comfortable and friendly atmosphere in the organization, due to which a fairly smooth work rhythm can be maintained.

5.5. middle control: the manager finds a balance between production efficiency and a good microclimate in the group. This style is quite conservative, it presupposes a system of assumptions that ensure peaceful coexistence between the manager and subordinates, and a focus on reliable average results in work (both in terms of work achievements and employee satisfaction).

9.9. collective management: work efficiency is determined high level people's obligations and their interactions. The manager ensures that employees accept the organization's goals as their own, thereby ensuring high productivity. A high degree of employee satisfaction leads to high work achievements. An atmosphere of general trust and respect is created.

Thus, the management grid includes two components of the manager's work. The first is attention to solving production problems and tasks and the second is attention to people.

Blake and Motton assumed that the most effective leadership style—the optimal style—was a 9. 9 leader. In their view, such a leader combines a high degree of concern for his subordinates with an equal focus on performance. The term “production” means not only the production of material goods, but also sales, payments, customer service, etc. The researchers believed that professional training and a conscious attitude towards the goals of the organization allows all managers to move closer to the 9. 9 style, thereby increasing the effectiveness of their work.

Theoretically, the attractiveness of the style in position 9.9 is obvious, but the question arises - what then prevents it from becoming the most widespread in practice? The German researcher U. Stopp identified seven main obstacles to its use:

1. low level of education of employees

2. insufficient managerial preparedness of managers

3. low identification of employees with the goals of the organization

4. unsatisfactory state of the enterprise information system

5. low degree of employees’ readiness to take responsibility

6. difference in value orientations of the manager and employees

7. emotional incompatibility between the manager and subordinates arising from hierarchical relationships in the organization.

Most of the listed obstacles are, in principle, removable, but require long-term and serious work, both on the part of the manager and on the part of subordinates (for example, in parameters 1, 2, 4). However, among them there are also those that practically do not depend on the efforts of the leader (parameter 6, 7). This means that the effectiveness of leadership is affected by additional factors, which are usually called situational. This means that in the developed models of leadership styles, one more variable should appear - the situation. Let's look at some situational models of leadership styles.

Management in a wide variety of areas of human activity is one of the most important functions. The conditions of a market economy gave it particular relevance. To properly manage people, the head of an organization must choose a certain style of behavior. It is this that must be demonstrated in relations with subordinates, leading them to the intended goal. In other words, for the normal functioning of an enterprise, the presence of one or another leadership style is necessary. This is what serves main characteristic performance of a senior manager. The role of a leader's management style cannot be overestimated. After all, the success of the company, the dynamics of its development, the motivation of employees, their attitude to their responsibilities, relationships in the team and much more will depend on it.

Definition of the concept

What does the word "leader" mean? This is the one who “leads by the hand.” Every organization must have a person who is responsible for supervising all departments operating in the enterprise. This type of responsibility involves monitoring the actions of employees. This is the essence of the work of every leader.

The ultimate primary goal of a senior manager is to achieve the company's goals. The manager does this work without the help of his subordinates. And his usual manner of behavior towards the team should motivate him to work. This is the manager's management style. What are the roots of this concept?

The word "style" is of Greek origin. Initially, this was the name given to a rod intended for writing on a wax board. Somewhat later, the word “style” began to be used in a slightly different meaning. It began to indicate the nature of the handwriting. This can also be said about the manager's management style. It is a kind of signature in the actions of a senior manager.

A leader's style in managing a team can be different. But in general, they depend on the leadership and administrative qualities of the person in this position. In progress labor activity the formation of an individual type of leader, his “handwriting” takes place. This suggests that it is impossible to find two identical bosses with the same style. This phenomenon is individual, as it is determined by the specific characteristics of a particular person, reflecting his peculiarity of working with personnel.

Classification

It is believed that the happy person is the one who goes to work with pleasure every morning. And this directly depends on his boss, on what management style the leader uses, on his relationship with his subordinates. Management theory paid attention to this issue at the dawn of its creation, that is, almost a hundred years ago. According to the concepts put forward by her, already at that time there was a whole range of styles of work and leadership management. Somewhat later, others began to join them. In this regard, modern management theory considers the presence of many leadership styles. Let's describe some of them in more detail.

Democratic

This leadership style is based on the participation of subordinates in decision making with the division of responsibility between them. The name for this type of work for a senior manager comes from Latin language. In it, demos means “power of the people.” The democratic management style of a leader is considered the best today. Based on the research data, it is 1.5-2 times more effective than all other methods of communication between a boss and his subordinates.

If a manager uses a democratic management style, then he relies on the initiative of the team. At the same time, there is equal and active participation of all employees in the processes of discussing the company’s goals.

In a democratic leadership style, there is interaction between the leader and subordinates. At the same time, a feeling of mutual understanding and trust arises in the team. However, it is worth noting that the desire of a senior manager to listen to the opinions of company employees on certain issues does not occur because he himself does not understand anything. The manager's democratic management style indicates that such a boss is aware that new ideas arise during the discussion of problems. They will certainly speed up the process of achieving the goal and improve the quality of work.

If, of all the styles and methods of management, a leader has chosen a democratic one, this means that he will not impose his will on his subordinates. How will he act in this case? Such a leader will prefer to use incentive and persuasion methods. He will resort to sanctions only when all other methods have been completely exhausted.

The manager's democratic management style is the most favorable from the point of view of psychological impact. Such a boss takes a sincere interest in employees and provides them with friendly attention, taking into account their needs. Similar relationships have a positive effect on the results of the team’s work, on the activity and initiative of specialists. People become satisfied with their own work. They are also satisfied with their position in the team. The cohesion of employees and favorable psychological conditions have positive influence on the physical and moral health of people.

Of course, management styles and leadership qualities are closely related concepts. Thus, given the democratic nature of communication with subordinates, the boss must enjoy high authority among employees. He also needs to have excellent organizational, intellectual and psychological-communicative abilities. Otherwise, the implementation of this style will become ineffective. The democratic type of leadership has two varieties. Let's take a closer look at them.

Deliberative style

When using it, most of the problems that the team faces are resolved at the time of their general discussion. A leader who uses a deliberative style in his activities often consults with subordinates without showing his own superiority. He does not shift responsibility to employees for the consequences that may occur as a result of decisions made.

Leaders of the deliberative leadership type make extensive use of two-way communication with their subordinates. They trust their employees. Of course, only the manager makes the most important decisions, but at the same time, specialists are given the right to independently solve specific problems.

Participating style

This is another kind of democratic type of leadership. Its main idea is to involve employees not only in making certain decisions, but also in exercising control over their implementation. In this case, the leader completely trusts his subordinates. Moreover, communication between them can be described as open. The boss behaves at the level of one of the team members. At the same time, any employee is given the right to freely express their own opinion on a variety of issues without fear of subsequent negative reactions. In this case, responsibility for failures in work is shared between the manager and subordinates. This style allows you to create an effective system of labor motivation. This makes it possible to successfully achieve the goals that the enterprise faces.

Liberal style

This type of leadership is also called free. After all, it presupposes a tendency towards condescension, tolerance and undemandingness. The liberal management style is characterized by complete freedom of decisions for employees. At the same time, the manager takes minimal participation in this process. He withdraws himself from the functions assigned to him of supervision and control over the activities of his subordinates.

We can say that types of leaders and management styles have a close relationship with each other. Thus, a person who is insufficiently competent and unsure of his official position allows himself to have a liberal attitude in a team. Such a leader is able to take decisive steps only after receiving instructions from a superior. He avoids responsibility in every possible way when obtaining unsatisfactory results. Resolution of important issues in a company where such a manager works often takes place without his participation. To consolidate his authority, the liberal only pays his subordinates undeserved bonuses and provides various types of benefits.

Where can such a direction be chosen among all the existing management styles of a leader? Both the organization of work and the level of discipline in the company must be the highest. This is possible, for example, in a partnership of famous lawyers or in a writers' union, where all employees are engaged in creative activities.

The liberal management style from a psychological point of view can be considered in two ways. Everything will depend on which specialists carry out this manual. A similar style will achieve a positive result where the team consists of responsible, disciplined, highly qualified employees who are capable of independently performing creative work. Such leadership can also be successfully implemented if there are knowledgeable assistants in the company.

There are also teams in which subordinates command their boss. He is simply considered a “good man” among them. But this cannot continue for long. When any conflict situation arises, dissatisfied employees stop obeying. This leads to the emergence of a permissive style, leading to a decrease in labor discipline, the development of conflicts and other negative phenomena. But in such cases, the manager simply withdraws from the affairs of the enterprise. The most important thing for him is to maintain good relations with his subordinates.

Authoritarian style

It refers to the authoritative type of leadership. It is based on the boss’s desire to assert his influence. A leader with an authoritarian management style provides company employees with only a minimal amount of information. This is due to his distrust of his subordinates. Such a leader seeks to get rid of talented people and strong employees. The best in this case is the one who is able to understand his thoughts. This leadership style creates an atmosphere of intrigue and gossip in the enterprise. At the same time, the independence of workers remains minimal. Subordinates seek to resolve any issues that arise with management. After all, no one can predict how management will react to a particular situation.

A leader with an authoritarian management style is simply unpredictable. People don't even dare tell him the bad news. As a result, such a boss lives in complete confidence that everything turned out exactly as he expected. Employees do not ask questions or argue, even in cases where they see significant errors in the decision made by the manager. The result of the activities of such a senior manager is the suppression of the initiative of subordinates, which interferes with their work.

With an authoritarian leadership style, all power is concentrated in the hands of one person. Only he is able to single-handedly resolve all issues, determine the activities of subordinates and not give them the opportunity to accept independent decisions. In this case, employees only do what they are ordered to do. That is why all information for them is reduced to a minimum. A leader with an authoritarian style of team management tightly controls the activities of his subordinates. Such a boss has enough power in his hands to impose his will on the employees.

In the eyes of such a leader, a subordinate is a person who has an aversion to work and avoids it whenever possible. This becomes the reason for the constant coercion of the employee, control over him and the implementation of punishments. In this case, the moods and emotions of subordinates are not taken into account. The manager has a distance from his team. At the same time, the autocrat specifically appeals to himself low level the needs of his subordinates, believing that he is most important to them.

If we consider this leadership style from a psychological point of view, it is the most unfavorable. After all, the manager in this case does not perceive the employee as an individual. Employees are constantly depressed creative manifestations, causing them to become passive. People become dissatisfied with their work and their own position in the team. The psychological climate at the enterprise also becomes unfavorable. Intrigues often arise in the team and sycophants appear. This increases the stress load on people, which is harmful to their moral and physical health.

The use of an authoritarian style is effective only under certain circumstances. For example, in combat conditions, when emergency situations, in the army and in a team in which the consciousness of its members is at the lowest level. The authoritarian leadership style has its own variations. Let's take a closer look at them.

Aggressive style

The manager who has adopted this type of personnel management believes that by nature, most people are stupid and lazy. Consequently, they try not to work. In this regard, such a manager considers it his duty to force employees to fulfill their duties. He does not allow himself participation and softness.

What can it mean when a person chooses an aggressive one among all management styles? The personality of the leader in this case has special characteristics. Such a person is rude. He limits contact with subordinates, keeping them at a distance. When communicating with employees, such a boss often raises his voice, insults people and actively gestures.

Aggressively flexible style

This type of leadership is characterized by its selectivity. Such a boss shows aggression towards his employees and at the same time, helpfulness and pliability towards the higher management body.

Selfish style

A manager who has adopted this type of personnel management seems to be the only one who knows and can do everything. That is why such a boss assumes responsibilities for the sole resolution of issues related to the activities of the team and production. Such a leader does not tolerate objections from his subordinates and is prone to hasty conclusions, which are not always correct.

Kind-hearted style

The basis of this type of relationship between the leader and subordinates is authoritarianism. However, the boss still gives his employees the opportunity to participate in some decisions, while limiting their scope of activity. The results of the team’s work, together with the system of punishments that dominates, are also evaluated with some rewards.

Finally

The individual management style of a leader can be very different. Moreover, all of its types given above simply cannot be found in their pure form. Here there can only be a predominance of certain characteristics.

This is why defining the best leadership style is not easy to define. A senior manager needs to know the above classification and be able to apply each of the categories of personnel management, depending on the situation and the presence of a specific task. This, in fact, is the art of a true leader.