Supervisor. Types of leaders and types of subordinates. Peculiarities of behavior of managers in the organizational hierarchy

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

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

The ideal manager

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

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

To succeed, a leader must have the following qualities:

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

The Importance of Leadership Style

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

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

In fact, the other two follow from the first problem. Types of leadership power are divided into three well-known types: authoritarian, democratic and liberal. If a manager makes the wrong choice in favor of one of them, then the following consequences are inevitable:

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

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

A manager who cares about production but is dismissive of staff

There are a huge number of classifications of manager types. If we summarize them, we can distinguish five main ones. Types of leader power are characterized by individual abilities. The manager of the first group has a pedantic character. He knows how to achieve success and directs all his strength and efforts towards it.

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

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

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

A manager who is attentive to staff and indifferent to production

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

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

In most cases, in such a situation, employees stop working hard and try to create the most comfortable conditions for themselves, because management allows this. Types of leaders, as already noted, can be varied, this one is the softest. Career advancement is weak; promotions occur only with the loyalty of the highest authorities.

Absolutely indifferent manager

The types of behavior of leaders depend on their character. In this case, the manager’s abilities do not manifest themselves in any way. He is indifferent, does not interfere anywhere, takes a neutral position in disputes, and tries to avoid conflicts. These are the type of people who expect everything to be resolved by itself. I am not inclined to perform any actions or deeds unless there is instructions from above. Although most often he simply transfers the execution to his deputies, and he himself again finds himself on the sidelines.

It is unfair in the selection of employees, hires everyone and has virtually no control over their productivity. Characteristics of types of leaders involve a description of their personal qualities. This type of manager simply tries to “survive” in the organization for as long as possible. Most often these are people working until retirement or who are disillusioned with work.

The promotion of such managers is extremely poor. They are usually ballast for the company. If the top management is quite attentive, such managers do not stay at the enterprise for long.

"Intermediate" manager

This leader is distinguished by his attentiveness to all details. He is neither scandalous nor inert. Tends to solve problems by reaching a compromise. Strives not to stand out from the general picture, but tries to make a good impression. Stabilizing all processes in the organization and avoiding extremes is an “intermediate leader.” The types of leaders and the styles chosen significantly influence the company. The position of compliance with existing rules and smoothing out conflicts is welcomed among the employees of the enterprise.

People are selected based on their suitability to the rest of the staff. During work, he does not look for errors, but gives advice and helps. It’s easy for a newcomer to get comfortable in such a company, because the manager will always point you in the right direction and explain incomprehensible points.

The personality types of a leader are of great importance for creating a comfortable environment in the team. This type of manager tends to listen to the opinions of employees and make a decision based on the best offer. He can sacrifice his principles for the common good.

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

A manager who brings priorities together

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

He helps them open up and supports them in their endeavors. It gets to the point where the staff sincerely wants to achieve the set goals and works tirelessly. Employees develop communication with each other, and by helping each other, they improve their professional level.

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

What types of leaders are the best? This question is impossible to answer. Each company needs its own manager with a certain character and individual abilities. In some places there is a need for emphasis on labor productivity, in others there is a lack of simple human relationships.

Types of organizational leaders

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

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

Passive managers

Based on their focus on specific actions, experts distinguish between passive and active managers. The first type includes those who want to maintain their position in the company at any cost. They are ready to commit base acts, act according to a pattern and are weak specialists.

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

1. Specialists. These are people who can be called professionals in their field, are quite peaceful, and know how to hear other people. But they are immersed in work and do not devote time to management as such.
2. Masters. Such managers try to maintain their position by creating the most unfavorable atmosphere. That is, total control over subordinates, demands to unquestioningly carry out orders, refusal of any innovations, work strictly according to the plan.
3. Company people. These leaders speak in general terms and do not take specific actions. By creating the illusion of eternal employment, they try to maintain their position.

Active managers

Managers of the proactive type constantly challenge themselves, strive to expand the scope of their activities, and improve the production process. The following types of managers and subordinates are distinguished:

1. Jungle fighters. These are people seeking to gain unlimited power, to “take over the world.” They destroy competitors while using their own workers.
2. Players. Such managers are passionate; they are interested in the process of moving up the career ladder, and not the power they receive. They tend to make immediate decisions and like to compete with other companies. They develop innovations and implement them to stay ahead of their enemies. Mostly they harm the organization, since everything can change at any second.
3. Open managers. As a rule, these are experienced specialists who see the real state of affairs. They listen to advice, take criticism into account, and encourage new ideas. Instills trust and respect among staff.

In any company the most important issues management is involved. The types of leaders and their influence on the work process largely determine the success of the organization. What management style will the manager choose? Will he be able to achieve his strategic goals? The existence of the company and its position in the market depend on this.

Authoritarian leadership style

It is historically the first and still the most widespread. This style is considered universal by many. Its essence lies in the fact that the manager issues orders and instructions to employees without any explanation. In turn, employees carry out actions without asking unnecessary questions.

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

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

The employee usually feels disgusted with his duties and wants the day to end quickly so he can go home. He tries to avoid work due to his reluctance. Therefore, the leader has to force him to act in various ways.

Democratic management style

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

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

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

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

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

Liberal leadership style

Here the passivity of the manager comes to the fore. That is, he does not take an active part in the life of the company and prefers to remain on the sidelines. As you know, the main person in any organization is the leader. Types of leaders and management style are important aspects in the development of an enterprise. In this style, employees are left to their own devices and, by and large, do what they want.

The system of punishments and rewards is completely absent. In such a situation, the manager is recommended to focus on improving human relations with his subordinates, rather than on the organizational factor. If there is a good relationship between the administration of the enterprise and the staff, labor productivity will increase by itself.

With this style, delegation of authority becomes especially important. The main types of managers, regardless of character traits, tend to delegate their responsibilities to performers. In this case, decisions are actually made by the employees themselves. They just need to clear them with the manager. The success of an enterprise with a liberal management style depends on the personal interest and competence of employees.

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

Introduction

1. Characteristics of leadership styles

2. Classification of management styles

3. Practical models of leadership behavior

Conclusion

Bibliography

Introduction

In the process of management activities each leader fulfills his job responsibilities in a certain style unique to him. Therefore, when carrying out management functions, exceptional importance should be attached to the style in which the manager performs them. Leadership style is understood as the entire set of typical and relatively stable management methods and forms of influence on subordinates used by the manager to effectively perform both his managerial functions and the production tasks of the enterprise and the organization as a whole. Thus, the adopted leadership style characterizes the manager himself as an individual, his ability to ensure effective management activities, create a special atmosphere in the team, and regulate the established order of work in the organization.

A management style is a set of methods, the manner of behavior of the head of an organization in relation to employees, which makes it possible to force them to do what is needed to achieve a result appropriate to the situation. For most employees, when receiving an order from a manager, what is of great importance is the tone in which it was given, the behavior of the manager, and whether the order is given taking into account the opinions of employees, etc.

As a rule, management style is determined by the content personal qualities leader, the level of his general and professional knowledge, experience, ideals and value system, as well as his temperament. The manager’s behavior depends on this content, whether the manager takes into account or ignores the opinion of the staff, and whether he selects roles for them in accordance with the professional capabilities of each employee. The personal qualities of a manager determine his leadership and management style, and this is the relevance of the chosen topic. course work.

The purpose of the work is to analyze the characteristics of managers' behavioral styles.

To achieve this goal, a number of tasks must be solved, such as:

1. Consider the classification of management styles

2. Give descriptive characteristics of the most common leadership styles

3. Study some theories of Western experts in the field of organization management.

Methods of analyzing the scientific and information base and synthesizing the obtained data into theoretical conclusions were used as tools.

The structure of the course work consists of an introduction, the first chapter, divided into four paragraphs, which describes in detail the various classifications of leadership styles of behavior, and the second chapter, which examines models of leader behavior in various situations. The conclusion contains general conclusions on the content of the entire work.

1. Characteristics of leadership styles

There is no single management style, and we can talk about the merits of one or another management style only for a specific management situation.

Depending on what principles the state, organization or individual is guided in their life activities, certain management styles are formed.

An autocratic (from the Greek autokrateia - autocracy, autocracy) management style is a form of management when the leader has sufficient power to impose his will on the performers, and, if necessary, resorts to this without hesitation.

The autocratic management style includes the following types of styles: totalitarian, authoritarian (command) and authoritarian-legal.

The totalitarian style is characterized on the basis of complete centralization of power and authority, using coercion, subordination, suppression of people, groups and nations up to their open destruction (examples: Hitler, Stalin, Mussolini, Pol Pot, etc.). With the development of democracy and the creation of rule of law, this style is becoming a thing of the past.

The authoritarian (command) style is characterized by the fact that the leader usually centralizes authority as much as possible, structures the work of subordinates and gives them almost no freedom to make decisions. To ensure the job gets done, he may apply psychological pressure through threats. This style is also based on strict centralized control - an oligarchy with a pronounced element of coercion (examples: Brezhnev, Khrushchev, Andropov, etc.).

The authoritarian legal style of management is characterized by the fact that methods, forms and means are built at the administrative level and are based on administrative legal norms, rules, procedures and laws established by the constitutions and parliaments of countries.

The democratic style of governance is carried out through democratic norms, rules, procedures, which are regulated by the constitution and laws. This style is based on respect for individual rights and freedoms, on the widespread involvement of people in management (develops self-government) and involves the preparation and adoption of decisions with the interested participation of team members, the most trained specialists and capable organizers.

The liberal management style is characterized by minimal participation of the manager in management; the staff has complete freedom to make independent decisions on the main areas of the organization’s production activities (coordinating them, of course, with the manager).

Permissive management style. With this style of management, the manager shows very little concern about both achieving the goals of the organization and creating a favorable socio-psychological climate in the team. In fact, the manager withdraws from work, lets everything take its course and simply spends time passing on information from superiors to subordinates and vice versa.

A mixed management style is characteristic of managers who care equally about achieving high production results and about their subordinates.

Among the approaches to defining leadership styles that exist in modern management, the most common is the typology that distinguishes between task-oriented, person-oriented, authoritarian, democratic, and neutral styles of leadership.

A task-oriented manager criticizes the ineffective work of employees; encourages, and if it doesn’t help, then he demands the greatest possible return from mediocre employees; gives special meaning a given amount of work; manages mainly by command-administrative methods; pays attention to the fact that its employees work with full dedication; forces all employees to put in more effort in work through administrative pressure and manipulation. Task-oriented managers tend to be characterized positively by their superiors and viewed positively by most employees, provided they can influence senior management. This approach is based on the manager's desire to achieve maximum productivity through the “ultra-efficient” work of all employees. Managers who support this style of behavior require strict implementation of existing rules and strict implementation of tasks facing the entire team. Placing above all else the rules, instructions and guidelines existing in the organization, they are thereby often overly bureaucratic and authoritarian. Consequently, this style of leadership is very similar to the authoritarian one and therefore can be considered as its variety.

If the manager’s first priority is to put employees with their problems and expectations, then his style can be called person-oriented. The management style of such a manager is characterized by attention to personal problems and the health of his employees; constant concern for good relations with your subordinates; addressing them from a position of equality and partnership; supporting employees in what they are doing or need to do; interceding on behalf of their employees with senior management. Typically, leaders who adhere to this style are characterized by gentleness in their actions, openness and friendliness towards subordinates. The work collectives they lead are the most harmonious and united.

However, a manager who manages based on the individual cannot immediately count on the full satisfaction of all the interests of his employees. For this, the degree of his influence and respect from the senior manager is important; only on this basis is he able to support and protect the interests of employees.

Research conducted by R. Likert and his colleagues at the University of Michigan found that managers who prefer to work within a task-oriented style are rated as less competent than those who adhere to a person-oriented approach. This concept is applicable in areas such as services, education, accounting and similar firms, medicine, and trade. However, if we touch upon industrial production, the opposite picture is observed. Shifting the focus directly to oneself manufacturing process seems to be the most correct and effective in this area. In addition, it has been found that when leadership is based on the principle of focusing on the task at hand, the number of injuries, illnesses, and absenteeism is significantly higher than with any other approach to leadership. At the same time, for teams that do not have a clear organizational structure and cohesion, the use of a strict leadership style will only be beneficial, helping to increase labor productivity.

In continuation of his research, R. Likert proposed four basic leadership styles, characterized by varying degrees of authoritarian and democratic style, necessary to influence people, encouraging them to achieve the goals of the organization.

With an exploitative-authoritarian management style, people are motivated mainly by the threat of punishment itself; the use of incentives for this purpose is limited. The leader makes all decisions himself. The manager who single-handedly made the decision thereby takes responsibility for all its possible negative consequences. However, it should be remembered that leadership in this style is fraught with a double price in case of an error - these are both economic losses as a result of an incorrect decision, and psychological trauma in the team due to personal relationships between the team and the leader.

Benevolent-authoritarian. Managers are confident in themselves and trust their subordinates, treating them condescendingly. They use incentives to motivate their subordinates and do not hesitate to use their ideas. The threat of punishment for a mistake is, of course, present, but does not prevail. When making decisions, the manager allows himself to take into account the opinions of some employees and provide them with a certain independence, but at the same time ensuring strict control on his part. This is possible if the overall strategy of the organization or enterprise is strictly followed. Despite this, such relationships with subordinates do not exclude distrust of them on the part of the manager.

Consultative democratic style. The manager trusts his subordinates, consults with them when solving production issues, and also takes into account their ideas when making management decisions. By carefully listening to the opinions of employees, the manager summarizes existing points of view and develops a common position. At the same time, employees are satisfied that their ideas are at least partially implemented, and are satisfied that they can provide real assistance to management. In this case, the moral approval of the leader’s actions by subordinates serves him as good support. However, making the most important decisions still remains the prerogative of the leader. In methods of influencing subordinates, rewards prevail, while punishments are extremely rare.

The group style is characterized by the fact that the leader behaves democratically, completely trusting his subordinates. This method of leadership is defined by R. Likert as the most effective. This style involves group decision-making through works councils, advisory committees, and “workers’ directorates.” They are mainly involved in solving scientific and technical problems, issues of labor regulation, remuneration, etc. In a group style, the administration assigns tasks to such groups, defines the boundaries of their competence, creates the necessary conditions for work, and advises on problematic or controversial issues. Group management can be collegial and collective. Participants in collegial work are persons appointed in accordance with their position, who discuss in detail, with the right of an advisory vote, a narrow range of problems. Participants in collective management are elected or proactively included in relevant groups, where they consider any problems with the right to a decisive vote. In general, the group management style is in many ways similar to the corporate style.

2. Classification of management styles

A management style characterized by individual and rigid decision-making, as well as strict control over their implementation, is usually called authoritarian. In order to manage in an authoritarian style, a leader must have such personal qualities as high consciousness and self-control; foresight; ability to make tough decisions; “punching” ability when performing any tasks.

A manager who manages authoritarianly assumes that most employees do not like work and tries to avoid it if possible; people have poorly developed ambition, so they try in every possible way to evade responsibility, preferring to be led; the bulk of employees must be forced to do their work using administrative, economic, and psychological pressure. This is consistent with Theory X of leadership developed by Douglas McGregor.

The leader, when managing his subordinates, relies on his legitimate authority, he demands obedience from them and constantly controls their actions. With an authoritarian management style, the manager makes decisions without any justification or explanation to employees. At the same time, he proceeds from the fact that, unlike his subordinates, he has greater understanding and knowledge of the matter, and uses to a greater extent his own experience and knowledge. The opinions of subordinates on specific official issues, as a rule, are completely or partially ignored; their personal interests must be completely subordinated to the interests of the company.

Even the placement of employees involved in the management decision-making process emphasizes the strict hierarchy of rank that prevails in the organization.

Rice. 1. Placing employees at a meeting with an authoritarian leadership style

All decisions of the manager are of an administrative nature and must be unquestioningly carried out by subordinates under the threat of punishment for non-compliance. The long-known principle of “carrot and stick” is actively used here: the performance of work is ensured by the threat of sanctions or penalties or, conversely, remuneration.

In relations with subordinates, the manager maintains a distance; communication is mainly of a purely business nature and comes down to conveying to them the information that they must know to perform their tasks. He does not see the need to explain to employees the advantages and benefits that, if they conscientiously perform their duties, will come to them and the entire organization as a whole. This leadership style creates a tense atmosphere in the work team. In this case, employees, for the most part, consciously or even intuitively try to avoid meetings, and especially direct contact with the manager.

As an example that has already become a textbook example for modern management, we can cite the Henry Ford company, where all management’s ideas about an employee boiled down to comparing him with a “cog in a machine”, which, if necessary, can always be replaced with another. However, this attitude towards employees led to high staff turnover and, as a consequence, a decrease in the professional level of staff.

One of the consequences of this management style was that Ford was unable to become the No. 1 automobile company, missing out on a number of bright prospects that were opening up to it.

This example clearly shows that the fate of even such an industrial giant as Ford can depend on one person, his personal character traits, subjective assessments and judgments. The example of H. Ford represents the image of a typical autocratic leader, completely task-oriented, who does not recognize other leaders besides him.

The authoritarian management style has two main varieties - bureaucratic and paternalistic. The foundation of the bureaucratic leadership style is a strict hierarchy along the administrative vertical. The manager performs the functions of an administrator in the distribution of work responsibilities of employees, which are clearly assigned to each of them.

As in the general case, in the bureaucratic style, subordinates are excluded from the process of developing and making management decisions, while their actions are completely controlled. Responsibility for failure to complete certain tasks is of a purely individual nature. As a rule, all contacts with staff are formal and limited to official matters. It is not at all necessary for a bureaucratic leader to thoroughly know the essence of his organization’s business; it is enough just to be a good administrator and have the desire to clearly carry out the decision or task of higher management.

With a paternalistic style, hierarchy in relationships within the organization comes first. In this case, the leader appears as the owner, making decisions alone, and, despite the fact that very often the meaning of these decisions remains unclear, subordinates do not have the right not only to ignore them, but even to discuss them. Compliance with the manager's instructions is strictly controlled; Depending on the results of their work, employees either receive incentives or are subject to penalties. The personal and professional qualities of individual employees are ignored, since the idea of ​​their complete interchangeability prevails in the minds of the manager. However, despite the strict hierarchy that reigns within the organization, the manager gives relationships with subordinates a personal character, often going beyond the strict boundaries of the job. Even the off-duty problems of subordinates, even the troubles in the personal lives of each of them, are a matter of concern for the manager. This happens because the leader of the paternalistic style sees all the employees working under him as one family, in which he plays the role of the head, and the rest - the roles of “exemplary” or “unreasonable” children.

With a paternalistic management style, to influence the workforce, the manager often resorts to collective responsibility for failures in the organization's activities.

However, with all this, one cannot unequivocally assume that the authoritarian management style is inherently flawed and cannot be used to the benefit of the entire enterprise or its individual structures. This style has its advantages, which include clarity and efficiency of management, ensuring its unity to achieve set goals; reducing the time for decision-making and thereby ensuring a quick response to changing external conditions. In addition, at the initial stage of an organization’s activities, when employees have not yet developed the necessary skills and a clear vision of the organization’s goals facing them, it can be very effective. The main disadvantage of the authoritarian management style is that if it is constantly used, it minimizes the creative initiative of subordinates, worsens the moral atmosphere in the team, and leads to staff turnover.

2.2 Line of democratic styles

The democratic management style combines the principle of unity of command in the management of the organization and the active participation of subordinates in the management and control of production activities enterprises, organizations.

A leader who manages in a democratic style adheres to the content of theory “Y”, also developed by D. McGregor. According to it, work is desirable for most employees; They are capable of determination and self-control, independently determining strategies for achieving goals. At the same time, employees themselves strive for responsibility, make decisions independently within their competence and are interested in remuneration based on the final results of their activities.

A democratic leader takes into account the interests, needs and individual characteristics of his employees. He is friendly and keeps abreast of the problems of each employee. As a rule, he is distinguished by good awareness of the personal merits and professional abilities of his employees. Development of management decisions is carried out on the basis of discussion of the problem, taking into account the opinions and initiatives of employees. During business meetings, a democratic leader is usually placed in the middle of the groups, which makes it possible to create a relaxed atmosphere when discussing problems of the organization's development. Execution already decisions taken controlled by both the manager and employees.

Rice. 2. Placing employees at a meeting with a democratic leadership style

The democratic style shows high efficiency in developing a team spirit among employees, creates a friendly atmosphere not only between the boss and subordinates, but also between all employees, which allows one to achieve better results. Leadership in a democratic style is based on methods of persuasion, while coercion is applied to unscrupulous employees in the mildest possible form and, as a rule, after a collective discussion.

So, the main advantages of a democratic management style include: stimulating the manifestation of personal initiative, unleashing the creative potential of employees; quick and effective solution of non-routine problems; the use of psychological mechanisms to motivate employees, which helps to increase their satisfaction with their work; creating a favorable moral and working atmosphere in the team. However, the democratic style will be effective if the enterprise operates stably and the likelihood of an extreme situation requiring a quick and perhaps tough decision is minimized. In addition, if the team does not have, first of all, proactive, out-of-the-box thinking and acting employees, then leadership in a democratic style is inappropriate and authoritarian methods of leadership are required.

Democratic governance requires a leader to have the ability to talk to people and convince them, which is not given to everyone. At the same time, the absence of such talent does not mean that a person cannot be a leader at all or that an authoritarian style should be used. In this case, to manage an enterprise, it is not the democratic style in its pure form that is used, but its variety, which is called the corporate style.

The corporate style of leadership and management is characterized by close interaction between the manager and subordinates, while the manager himself delegates part of his decision-making powers to his subordinates. When managing employees, the manager intentionally includes them in the processes of developing and making decisions for which he is responsible. The distribution of functions and responsibilities in the production group is carried out taking into account the level of competence of each of its members. The manager places special emphasis in his work on the possibility of realizing the personal and professional interests of employees, while trust is a necessary basis for cooperation and is an indispensable condition for work. Recognizing the professional abilities of his subordinates, as well as the fact that he himself cannot know and cover everything, the manager controls only the final result of the work, allowing self-control during its implementation. The main means of enterprise management is information. The manager not only informs employees in detail about what directly affects the completion of the task, but also provides other information that can also be useful in completing it.

So, the style of a corporate managing director is characterized by his openness in business and personal communication, trust in employees, and delegation of part of his powers to them. However, this style of work of the manager does not exclude the use of supervision and control over the results of work on his part. The corporate management style is most effective when the creative content of the work prevails.

An example of an effective combination of authoritarian and democratic management styles is the Chrysler Corporation. In November 1978, Lee Iacocca was invited to head the Chrysler Corporation, which at that time was experiencing quite great difficulties due to the fact that its share of the domestic American market had decreased from 25% to 11%. Moreover, the situation became worse and worse. The company was managed in a liberal style: no one in particular bore any responsibility for anything, the company's structural divisions and departments had no connection with each other, and employee morale was very low. The company was practically one step away from bankruptcy. To save the corporation, Lee Iacocca completely changed the management of the company, making it clear and structured. By actively applying innovations and listening to the opinions of company specialists, Lee Iacocca was able to change the situation and prove not only to the company’s employees, but also to the government that the country needed Chrysler. Thanks to the leadership abilities of Lee Iacocca, his clear and coordinated actions, the company achieved the restoration of lost positions, returning to the map of the automotive industry.

In today's most progressive Japanese companies, the innovative-analytical leadership style is successful. It is most popular primarily because in conditions of fierce competition, both in the domestic and foreign markets, it allows companies to ensure their survival and efficient functioning. This style is characterized by clarity in defining goals and objectives, the ability to listen to the opinions of others and show patience in case of failure.

A manager operating in this style is creative person with outstanding organizational skills. He is characterized by energy in deeds and thoughts, associated primarily with the ability to generate a large number of ideas and their rapid implementation, making non-standard, innovative decisions. Such a leader is characterized by sensitivity to new ideas and information, a tendency to take into account the opinions of others, and the ability to logically analyze the feasibility and prospects of an idea. He is distinguished by his ability to see the situation wider and deeper than others, tolerance for possible failures, and the ability to work with people without hurting their personal dignity and without touching on purely personal problems. In the process of innovative-analytical leadership, all decisions are made based on the interaction of various levels of management, many ideas are generated as a result of the simple accumulation of information, and projects are combined in a comprehensive plan - this is planned decision making.

An example of the effectiveness of applying an innovative-analytical management style is the Honda company, which has transformed from a little-known manufacturer of scooters and motorcycles into an international enterprise. Honda's tradition of leadership has stood the test of time in a unique way. The management of the company is based on 5 rules.

1. Follow your dreams and maintain a youthful appearance.

2. Value theory, new ideas and time.

3. Love your job and make your workplace visible and attractive.

4. Ensure smooth flow of work.

5. Make searching and hard work a daily habit.

Company officials are called upon to cultivate the quality of dynamic humanism, which includes consideration for other people and at the same time courage and imagination in action. Honda also values ​​individualism and provides time and resources to employees who want to test new ideas.

The innovative-intuitive style is characterized by selfishness in the behavior of the leader, his energy and innovation despite the few available alternatives. The manager tends to make quick decisions, but without sufficient consideration of available resources. His sensitivity to new opportunities is manifested thanks to intuition, and new ideas are developed on its basis. Based on an intuitively arisen idea, management decisions are made, which go down from top to bottom even before the completion of information collection and generalization of private proposals. A manager who manages in an innovative-intuitive style is an energetic and authoritarian leader capable of innovation.

2.3 Neutral and conservative styles

The neutral, or liberal-anarchist, leadership style is characterized, on the one hand, by democracy in relations with employees, who are given the right to express their opinions on official issues, but the manager does not seek to ensure consistency in the opinions and positions of the parties. On the other hand, control over the activities of employees is reduced to a minimum, as a result of which work results are usually low.

A neutral (liberal) leader is characterized by avoidance of making strategically important decisions; non-interference in the affairs of the enterprise, giving them the opportunity to go their own way; minimizing control over subordinates; usage collective way making decisions to evade responsibility. In addition, a neutral manager is distinguished by complete indifference to criticism and indifference to staff. Under liberal leadership, the positions of informal leaders and groups are very strong, whose will is practically unlimited. Therefore, the team with this style of leadership does not have unity. The atmosphere in it is characterized by tension in relationships between groups and individuals, the level of interpersonal and intergroup trust is low, and, as a result, people are not satisfied with their work, their leader, and there is no incentive to work conscientiously.

In Japanese management, depending on the characteristics of mental and intellectual activity, the following four types of managers are distinguished: conservative-intuitive, conservative-analytical, innovative-intuitive and innovative-analytical.

The conservative-analytical style is characteristic of a theoretic leader who does not accept any risk, but strives for excellence in management. Such a leader is theoretically consistent in behavior, idealistic and demanding, committed to the principle of suboptimization and gradualism. Until there is sufficient information and the necessary resources, he is reluctant to make any decision. The main goal in conservative-analytical management is to develop a perfect (one might say ideal) solution, the achievement of which is associated with the maximum possibility of eliminating risk.

A conservative-intuitive leadership style characterizes a leader who, in his activities, relies on already established habits and traditions. He is moderately energetic, prefers not to take risks, makes decisions after careful consideration and weighing, but at the same time relies not only on reality, but also on his own intuition. With conservative-intuitive leadership, the goal is a relatively quick solution to the problem, which is made on the basis of the most complete information, excluding even minimal risk for the enterprise.

3. Practical models of leadership behavior

IN modern conditions the success of a business is predetermined not only by the personality of the leader, but also by a number of other circumstances: the situation, the degree of maturity of subordinates, their attitude towards the leader, willingness to cooperate, the nature of the problem, etc. Let's consider five practical models that describe the dependence of leadership style on the situation.

According to F. Fiedler, a manager, as a rule, is unable to change himself and his management style, therefore, based on the situation and the task at hand, it is necessary to place him in those conditions where he can best express himself. Depending on the scale of authority of managers, the nature of their relationships with subordinates and the clarity of the structuring of the tasks being solved, Fiedler identifies several types of different situations.

When the tasks are clearly formulated, the manager’s official powers are significant, and his relationships with subordinates are favorable, so that the latter are easy to influence; in the opposite case, when, on the contrary, everything is bad, the manager, according to Fiedler, is better off using an instrumental style, postponing the establishment of human relationships to the background. This ensures efficiency in making and implementing decisions and reliability of control.

In conditions of simple, clearly formulated tasks, simple instructions are enough to complete the work, so at the same time a leader can be an autocrat, not forgetting, however, that easy dictatorship and tyranny are far from the same thing: people can perceive the first with understanding, but against the second on legitimately will be outraged and refuse to work.

The relationship-oriented management style is most suitable in situations that are moderately favorable to the manager, when he does not have sufficient power to ensure the necessary level of cooperation with subordinates. If the relationship is good, people are generally inclined to do what is asked of them, an orientation towards the organizational side of things can cause conflict, as a result of which the leader's influence over subordinates will decrease. Focus on human relations, on the contrary, increases the influence of the leader and improves relationships with subordinates.

Another model describing the dependence of leadership style on the situation was proposed by T. Mitchell and R. House. In their opinion, performers will strive to achieve the goals of the organization if they receive some personal benefit from this, so the main task of management is to explain what benefits await them if they perform well; eliminate obstacles to its implementation; provide the necessary support, give advice, and direct actions along the right path.

Depending on the situation, preferences and personal qualities of the performers, the degree of their self-confidence and ability to influence the situation, four management styles are proposed:

1. If employees have a high need for self-esteem and belonging to a team, then a support style similar to a style focused on human relations is preferable.

2. When employees strive for autonomy and independence, it is better, according to the authors, to use an instrumental style. This is explained by the fact that subordinates, especially when nothing depends on them, wanting to complete the task as quickly as possible, prefer to be told what and how to do, and create the necessary conditions work. In ambiguous situations, the instrumental style is used, since the leader better sees the situation as a whole and his instructions can serve as a good guide for subordinates. However, one should not “overdo it” with instructions, as performers may mistake this for excessive control.

3. Where subordinates strive for high results and are confident that they can achieve them, an “achievement-oriented” style is used, when the leader sets feasible tasks for them and expects them to strive, without coercion, to the extent possible to achieve them. independent decision, and he will only have to provide the necessary conditions for this.

4. A leadership style focused on the participation of performers in decision making is most consistent with the situation when they strive to realize themselves in management. At the same time, the leader must share information with them and widely use their ideas.

In accordance with the situational concept of P. Hursley and C. Blanchard, the use of a particular style depends on the degree of maturity of subordinates, their ability to be responsible for their behavior, education and experience in solving specific problems, and the internal desire to achieve their goals. In light of this, four main leadership styles have been formulated.

1. The essence of the simplest of them is to tell immature, incapable and unwilling employees what to do and how to do it. Here the manager must focus primarily on solving organizational and technical problems, and then on establishing human relationships and creating a team.

2. For employees with an average level of maturity, when they want to take responsibility but cannot do so, the manager must both give instructions to the performers and support their desire to work creatively and independently.

3. When employees can, but do not want to be responsible for solving assigned tasks, despite having all the conditions for this and having sufficient preparedness, the most appropriate style is considered to be one that involves their participation in decision making. They themselves know perfectly well what, when and how to do, but the leader needs to awaken in them a sense of involvement, provide them with the opportunity to express themselves, and help where necessary, without intrusiveness.

4. At a high degree of maturity, when people want and can be responsible and work independently without the help and instructions of a manager, it is recommended to delegate authority and create conditions for collective management.

According to V. Vroom and F. Yetton, depending on the situation, the characteristics of the team and the characteristics of the problem itself, we can talk about five management styles, denoted below by the symbols A, B, C, D, D:

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

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

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

D. The manager and his subordinates discuss the problem and, as a result, develop a common opinion.

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

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

Availability of sufficient information and experience among subordinates;

Level of requirements for the solution;

Clarity and structure of the problem;

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

The likelihood that the manager’s sole decision will receive the support of the performers;

The interest of performers in achieving goals;

The degree of likelihood of conflicts arising between subordinates as a result of decision making.

American researchers P. Hunsaker and E. Alessandra developed a typology of employee behavior and proposed appropriate management styles, based on such character traits as contact and the desire for self-affirmation, which can be low and high.

According to this classification, persons with a low level of self-affirmation are characterized by silence, gentleness, the desire to avoid risk, shyness, calmness, restraint, slowness, and seeking support from others. Persons with a high level of self-affirmation are characterized by verbosity, harshness, restlessness, risk-taking and speed of decisions and actions, self-confidence, perseverance, and readiness to fight. Those with a high willingness to interact strive for close relationships with others, are friendly, relaxed, open to other people’s opinions, flexible, and behave freely. Low readiness to interact is manifested in aloofness, closedness, desire for formal official relationships, orientation to facts and tasks, strict self-control, and rationality.

1. The combination of high readiness for interaction and a high level of self-affirmation is expressed in the expressive style of behavior of employees, which is characterized by: excitability, imbalance, spontaneity in decisions and actions, speed, assertiveness, a tendency to manipulate others and interfere in other people’s affairs, generalizations and exaggerations. Such people do not like loneliness, are optimistic, lively, and know how to inspire others.

2. The combination of low readiness to interact and a high level of self-affirmation gives rise to a business style of behavior. Its owners demonstrate firmness and prudence in actions and decisions, uncompromisingness, lust for power, the desire to realize themselves and at the same time control and suppress others. Usually they are good administrators, they care about work, they do not like inaction, and they value respect.

3. The combination of low readiness for interaction and a low level of self-affirmation gives an analytical style of behavior, characterized by caution, avoidance of contacts, respect for formal statuses, regulations, desire for detail, a penchant for intellectual activity with clear goals and objectives that allow one to realize oneself. Its owners are leisurely, prefer to work alone, diligent, persistent, systematic, good problem solvers, but at the same time petty, inflexible, trying to show everyone their “righteousness”.

4. The result of a combination of high readiness for interaction and a low level of self-affirmation is a friendly style of behavior with its slowness of action and decision-making, agreement, orientation toward others and teamwork, avoidance of conflicts, gentleness, self-doubt, seeking support from others, and the desire for security. . These people are reliable and have good counseling abilities.

P. Hunzaker and E. Alessandra believe that owners of an expressive style of behavior should not be prevented from expressing ideas, but, if possible, they should be supported and jointly developed, without persuading, not criticizing, and not breaking up arguments. When setting a task, stipulate and record the details of the upcoming work, and carefully monitor its results and results.

Wearers of a business style need to ask questions that allow them to open up themselves, maintain primarily business relationships with them and not try to establish personal ones, convince with facts, not emotions, and recognize their ideas first of all. In relation to such people, it is necessary to maintain precision, discipline, and demonstrate support for their goals.

When leading individuals with an analytical style of behavior, one should take into account and support their intellectual approaches, be well oriented in them and be able to clearly and convincingly show the advantages and disadvantages, look for optimal solutions and provide an opportunity to test their ideas and solutions, provide guarantees that the implementation of decisions will not lead to to failure or adverse consequences.

Finally, in relation to persons who have a friendly style of behavior, it is recommended to support their feelings and emotions, find attractive features individuals, understand their dreams, interests and goals, operate not with facts, but with their personal opinions, feelings, prevent future dissatisfaction and misunderstanding, encourage informal cooperation, offer personal support.

The “management grid” theory, developed by R. Blake and J. Mouton, is popular in Western business. They pointed out that labor activity unfolds in a force field between production and man. The first line of force determines the manager’s attitude towards production. The second line (vertical) determines the manager’s attitude towards a person (improving working conditions, taking into account desires, needs, etc.).

Let's consider various styles guidelines shown in fig. 3.

Rice. 3. Leadership styles

Type 1.1 - the manager does not care about anything, works so as not to be fired. This style is considered purely theoretical.

Type 9.1 - a style of strict administration, in which for the manager sole purpose is the production result.

Type 1.9 - liberal or passive leadership style. IN in this case The leader pays primary attention to human relations.

Type 5.5 is in the middle of the "management grid". With such a compromise, average labor results are achieved and there cannot be a sharp breakthrough forward. At the same time, this leadership style promotes stability and lack of conflict.

Type 9.9 is considered the most effective. The manager tries to structure the work of his subordinates in such a way that they see in it opportunities for self-realization and confirmation of their own importance. Production goals are determined jointly with employees.

Based on the above, we can conclude that the relationship between style and the main categories of management is such that style is a consequence, on the one hand, of management methods, tasks and goals, on the other hand, style influences the application of a particular management method, therefore style leader (management) and is considered as a management style.

Style is also subject to the laws operating in the social system and the principles of management. Objective factors (conditions) for the formation of style are the tasks and functions of management.

The unity of tasks, functions, management methods, leadership qualities and positions of management positions is integrated into the unity of development of the organizational structure and management style. This unity is expressed in the corresponding management mechanism or business activity of the organization.

Conclusion

In conclusion, I would like to give a unique synthesized classification of the stylistic characteristics of a leader’s behavior:

1. Administrator – a leader who focuses on solving significant problems and a high level of relationships in accordance with the situation, which ensures the adoption of the optimal decision.

2. The Compromiser is a leader who uses a high level of task and relationship orientation at times when they are not needed. The characteristics of such a leader are weakness in decision-making, he allows himself to be influenced by various pressure factors and prefers to reduce existing pressure than to increase production in the future.

3. A benevolent autocrat is a leader who uses a high level of goal orientation and a low level of relationship orientation in a situation in which this behavior is acceptable. Such a leader is more effective. He knows exactly what he wants and knows how to achieve it without creating resentment or resentment.

4. Autocrat - a leader who uses a high level of task orientation and a low level of relationship orientation in a situation in which such behavior is unacceptable. Consequently, such a manager is less effective because he is not confident in his employees, is impolite and only shows interest in current problems.

5. Progressive - a leader who uses a high level of relationship orientation and a low level of task orientation in moments in which such behavior is acceptable, which makes such a leader effective. This is a person who has complete trust in employees and takes an interest in their development as individuals.

6. Missionary - a leader who uses a high level of relationship orientation and a low level of task orientation in a situation in which such behavior is not acceptable. This makes such a leader less effective. This person usually shows an interest in maintaining harmony.

7. Bureaucrat - a leader who uses a low level of task and relationship orientation in moments that allow such behavior. This makes such a leader more effective. This person has an interest in rules and procedures and desires through this to exercise control over the situation for personal gain. As a rule, these are conscientious leaders.

8. Deserter - a leader who uses a low level of task and relationship orientation in moments that do not accept such behavior. This makes it less effective. Such a leader can be described as passive.

Management style may vary due to changes in professionalism, increasing employee experience, and also taking into account the situation in which the employee finds himself.

The application of any leadership style, as well as its results, depend on many factors. These include, first of all, complete mastery of one of the leadership styles, the predisposition of the team to accept the management and leadership style that is sometimes imposed on it from above. However, the decisive role in determining the manager’s work style is played by his individual management concept, that is, his subjective attitude towards various methods impact on subordinates and the degree of adequacy of assessment of their effectiveness.

In the management process, each manager strives to either avoid mistakes altogether or reduce their likelihood to a minimum. However, in reality this is not always possible, since leaders are the same people, with their own individual personality traits, strengths and weaknesses. Most often in the activities of managers at various levels there are such mistakes as the tendency to do everything on their own; excessive predisposition to let work take its course; personal bias against certain employees; firmly established in the consciousness, painful susceptibility to other, and especially critical, opinions; excessive self-confidence or arrogance; poor receptivity to employee suggestions; obvious disrespect for the employee’s personality, shown in his harsh and rude criticism in front of others; distrust of employees; inconsistency in actions.

And in contrast, the experience of successfully developing enterprises suggests that their managers value qualities such as professionalism and knowledge of the matter much more in their subordinates. They interact with them as equals, fairly reward and blame, show objectivity, listen carefully to opinions that differ from their own, value progress, have the authority of experts in the matter, are devoid of bias, and tolerate criticism.

The influence of management styles on team performance is one of the problems of modern management. That is why in last years Many companies pay such significant attention to this issue. In a team where a democratic style and management methods predominate, labor productivity is constantly increasing, and, conversely, a decrease in labor efficiency is observed in a team managed in an authoritarian and liberal style.

Thus, the style of management and leadership is the determining principle in enterprise management. A management style that is correctly chosen, taking into account the personal and creative potential of all employees of the enterprise, allows this potential to be most fully realized and successfully managed.

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Henry Mintzberg, based on a study of the behavior of managers, determined their roles in the life of the organization. (1)

Nominee leader: formal representation of the organization or department of which he is the head; compliance with legal and social norms (signing a contract, attending receptions).

Line managers different levels of management (we consider three levels):

• The individual level implies a direct relationship between the manager and the subordinate. This type of interaction is aimed at coordinating the needs of subordinates with the goals and objectives of the enterprise (or part of it). The manager motivates subordinates to work and to maintain a high level of work. Therefore, he must behave with them accordingly: pay attention to their personal needs and working conditions, take this into account when distributing tasks, try, if possible, to develop the abilities of workers through education and training in difficult situations, rewards and punishments by involving them in task planning. The type of behavior of a leader largely depends on the type of work, the size of the organization, the type of enterprise itself, the time resource and qualities of subordinates, as well as the leader himself;
• group level: the leader's efforts are aimed at creating, managing and strengthening teams. The manager's responsibilities include assessing the performance of the team as a whole, resolving conflicts, organizing team meetings, and creating a spirit of competition with other teams. The manager also has a responsibility to ensure that interactions within the group are thoughtful and fruitful;
• organizational level: the manager’s tasks include developing, establishing and changing the values, norms and traditions of the enterprise.

Responsible for communications: organizing a network of relationships (formal and informal) with specific people and groups outside the enterprise or its part and, on this basis, obtaining information about what is happening in the outside world, explaining the position of the enterprise or its part to the outside world and influence on the situation outside the organization.

Information manager: searches and summarizes information that enables other managers to understand the processes occurring within the enterprise and beyond. The purpose of his work is to form a clear understanding of the work of the enterprise.

Disseminator of information: dissemination of information received outside the company within the company, regulation of the transfer of information between subordinates. At the same time, there are two types of it: actual and estimated. The veracity and reliability of factual information can be verified. And evaluative information is associated, first of all, with beliefs about what is more important in the organization’s activities.

Speaker: disseminates information about the enterprise or its part beyond its borders, speaks on behalf of the organization, lobbies its interests, and also acts as an expert in the field where the enterprise operates.

Entrepreneur (initiator): develops and designs controlled changes within the organization, explains to workers the directions of activity, records transformations both in the surrounding world (2) and within the enterprise itself. This manager must monitor economic, political and social aspects development of the organization and constantly check their assumptions in order to highlight from the big picture the threats and opportunities that the organization may face in the future. (3)

Resistance Manager: The task of resistance management is to eliminate undesirable situations that are at least partially beyond the control of the manager.

Resource manager: choosing the required balance between the organization’s main resources: money, time, materials, equipment, logistics, labor force and reputation. The action plan of this manager must contain the distribution of work and time, division of responsibilities, competencies, as well as tasks for the use of organizational, financial, personal, material and intrastructural resources.

Negotiator: negotiating with other organizations and individuals, presenting the value and information system of one's organization to people outside of it, participating in the distribution of resources.

The way a manager distributes tasks allows workers to participate in decision-making, and the way he handles information and allocates resources is an indicator of his leadership qualities. However, in external roles such as liaison officer, speaker and negotiator, the role of the leader is less pronounced.

What differences in the behavior of managers can be identified based on an analysis of the roles they perform at different levels of management? As noted above, we consider three levels of management in an organization: lower, middle and higher - although in many organizations there are more than three levels.

Lowest level. At the lowest level of management in the organization are foremen and senior workers. Their activities are aimed at monitoring the implementation of specific production tasks in the main process (production of goods and services). At this level, personal contact arises between the master and the workers. The boss directly supervises and influences the progress of tasks. In addition, some attention is paid to the attitude of workers towards the work performed, as well as improving individual and collective skills.

The qualities of a leader are clearly expressed here. In addition, important components of a manager's job are the roles of disseminating information among subordinates and managing resistance. (4) The role of resource allocation is presented in to a lesser extent, since in most cases the highest echelons of power in the organization control this area of ​​​​activity.

At this level, the skills most in demand are interpersonal and improvisation skills, as well as communication, tactical and technical skills. (1)

Average level. This is the level of the head or head of a branch, plant or factory in a larger concern, head of a department in a small company, etc. The roles and qualities inherent in the lower level of management are important elements for the middle level (leader, information disseminator and resistance manager). But there are also those who do not belong to the lower level of management. These are: distribution of resources, acting as a figurehead, performing the functions of an information manager, speaker and person responsible for communications. Sometimes elements related to the functions of the negotiator are also important. The most pronounced role here is the role of the resource manager, which includes such activities as analyzing the necessary tasks and the order of their implementation, the factors influencing them, constructing evaluation criteria, developing and evaluating alternatives based on an analysis of advantages and disadvantages (analysis of income and costs), choosing an alternative, developing an action plan. (1)

Leadership, information dissemination, and resistance management play dual roles at this level. On the one hand, the boss needs to lead himself, collect and disseminate information and solve problems that arise. On the other hand, he must create conditions in which these functions can be successfully performed by his subordinates, if they are endowed with resources.

At this level, the role of the information manager is also important: the success of other tasks largely depends on the results of these activities. Unfortunately, it is often underestimated. A feature of middle-level management is that managers are distanced from the direct production process. They have only an indirect effect on workers. Their activities are aimed mainly at creating conditions in which subordinates could work. They are busy developing procedures, providing instructions, allocating resources so that everyone has what they need to do their job, that safety and confidence are ensured, that interdependence is established between subordinates (departments, groups and/or individuals), that actions are coordinated over time, etc. . The control method here is less specific and indirect. For this reason, managers increasingly need higher-order conceptual skills: the ability to think abstractly, logically, and analytically. (5)

Highest level. The roles inherent in management at the lower and middle levels are also necessary at the top. But here the functions of initiator and negotiator become important. The most important basis for fulfilling the role of initiator is the ability to foresee the future. Using the roles of information manager and liaison officer, the manager collects a huge amount of information about possible future changes. This includes not only information coming from within the organization itself, but also data coming from outside the organization. This information may relate to the situation in the present, but sometimes also to the future, in some cases distant. (2) At the same time, due to the high level of uncertainty, knowledge of specific things and the implementation of detailed calculations become not so important qualities; the presence of a general and abstract line of thought is much more important. (6) It is necessary to highlight which things are relevant to the organization and which are not, determine priority and secondary directions, and ultimately formulate the goals and boundaries of the organization’s activities. When forecasting for the long term, it is necessary to look much deeper and broader into the future than before.

The prognostic picture should be completed with a description of the organization's ability to undergo the expected adaptation. The result of this is overall plan, which determines the direction of development. Particular attention should be paid to new values ​​that should be cultivated. Various ways for all staff to participate in the change must be identified. Finally, the requirements for the new information system should be established.

The forecast cannot be carried out by one single manager. The manager can directly manage the process. But he can also delegate some functions to others and only require a report after completing each significant piece of work. His colleagues may participate in this, and, of course, we must not forget about staff specialists. This level has a less directive and authoritarian approach to management - the emphasis is on participation. Future orientation involves the creation of an appropriate organizational structure that does not allow the organization to behave like a weather vane, that is, adapt to what happens in each this moment. The peculiarity of this structure is that in its activities it relies on extensive experience and deep knowledge of the organization, on intuition and the ability to quickly eliminate uncertainties. For this, analytical skills are important, which are least in demand at the average level, as well as the ability to synthesize (the ability to relate things to each other, structure them and see them as a whole phenomenon). (6)

The considered behavioral features of managers help to identify the requirements for professional training of managers at different levels, provide important information for career planning, as well as for organizing effective interaction in the organization’s management system. However, they do not reflect the full complexity of a manager’s activities, because they do not take into account the influence of the environment on the performance of the above roles. In the future we will try to cover this aspect in more detail.

Translation by Elizaveta Rodionova Literature

1. H. Mintzberg. The nature of Management. Harper Collin, N.Y., 1973.

2. R. Daft and K.E. Weick. Towards a Model of Organizations as Interpretation System. College Station, TX: Texas A&M University (ONR TR-ONR-DG-04), 1983.

3. P.A. Anderson. Decision Making by Objection at the Cuban Missile Crisis // Administrative Science Quarterly, 1983, 201-222.

4. D. Katz and R.L. Kahn. The Social Psychology of Organizations. John Wiley & Sons, 1966.

5. S. Steufert and R.W. Swezey. Complexity, Managers and Organizations. Academic Press, Orlando, 1986.

6. T.O. Jacobs and E. Jagues. Executive Leadership, in R.Gal and A.D. Mangelsdorf, 1991.

In order to successfully cooperate with your management, it is very desirable to understand his motivation for work, especially since his work is precisely in the nature of a managerial influence on employees. The leader is not abstract concept, standing on the career ladder, several steps higher. This is a man. And as a person, he has advantages and disadvantages. That is why he can treat some employees more objectively, and more biased towards others, but, nevertheless, especially if the manager is not an employee, but the owner of his own business, the main thing for him is the efficiency of the company. A manager's motivation can be defined from two perspectives. On the one hand, he, as a person, has the desire to satisfy his hierarchy of needs. On the other hand, a manager's motivation is determined by his leadership style towards his employees.

Let us first consider the motivation of an entrepreneurial leader based on Maslow’s “hierarchy of needs.” From the point of view of motivation, we can consider the personality of such a leader in two guises: firstly, as the owner of property and other resources, trying to extract maximum income from his activities, i.e. individual; secondly, as a manager in relation to employees working for him under contract terms.

First, let's look at how the manager's material needs are met. As an individual, an entrepreneur is interested in receiving high profits, which he can use for personal consumption, the development of his business, invest in profitable investments, etc. As the leader of a team consisting of hired workers, the entrepreneur must pay them wages at a decent level, thus separating part of the money supply from their personal goals. But on the other hand, he, more than anyone else, is interested in ensuring that his employees complete their work on time and with good quality, further increasing his profits. Consequently, a certain economic cycle occurs with the money supply he receives from his activities: the larger part of the money he directs to pay wages and other remunerations and payments to his employees, thereby motivating them to do good and high-quality work, the greater the profit he can receive in next period.

Second stage Maslow's pyramids, as we described above, are needs for safety and social security. As an individual, an entrepreneur expects his business to prosper and exist as long as possible, which is not at all easy in a competitive environment. To do this, it is necessary to protect your business from various difficulties associated with inspections carried out by various government bodies (tax, administrative, sanitary, customs and others), the interests of criminal structures, as well as from the competitive situation in the market, where prices are formed under the influence of supply and demand . To maintain his business, the entrepreneur is forced to spend the “lion’s share” of his proceeds on taxes, fees, penalties and other obligatory payments, pay rent, the cost of which includes contributions to criminal structures that control certain territories, and also maintain constant demand for the products he produces. (goods or services). In the latter case, the entrepreneur, already as the leader of a team of hired workers, should be concerned about the need for the safety of the workers themselves, which is expressed in their confidence in their employment at this enterprise, i.e. desire to maintain your job in future periods. If this need is not met among employees, staff turnover may occur at the enterprise, which leads to negative consequences for the enterprise’s position in the market and the quality of its products.

Third stage of the pyramid - needs for social affection.

This need worries the entrepreneur as a manager in relation to his employees, who is interested in a high socio-psychological climate in the team, which is a strong motivating factor, and not least affects the quality of the products and, accordingly, the profit received by the entrepreneur. It is here that successful cooperation between the manager and employees is required, an urgent need to find a “common language” with them. At the same time, the feeling of being needed by people can be perceived by an entrepreneur not only as a manager of his employees, providing them with work and wages, but also as an individual who feels his social responsibility, producing for people the necessary, high-quality products that are in good demand on the market, creating new workplaces.

The next step is the need for self-respect. This group of needs includes such as professional competence, independence in decision making, receiving recognition from others for one’s activities and a feeling of usefulness from one’s activities in a team or in society. All forms of self-affirmation in the profession, social activities, cooperation, etc. form the social structure of the individual. Self-esteem = Success / Pretension. A person's satisfaction or dissatisfaction with himself is entirely determined by a fraction in which the numerator expresses our actual success, and the denominator expresses our aspirations. As the numerator increases and the denominator decreases, the fraction will increase. The English writer and philosopher T. Carlyle (1795 - 1881) said about this: “Equate your claims to zero, and the whole world will be at your feet.”

In this case, the entrepreneur as an individual clearly feels his professional competence in the type of activity in which he is engaged and his complete independence; this follows from the definition given at the beginning of the chapter. The entrepreneur feels the need to receive recognition from others and a sense of usefulness both as an individual and as a team leader. Here we can draw an analogy with the feeling of being needed by people, described above when considering social needs.

The top of Maslow's pyramid is the need for self-actualization or self-expression. The motivation factors that make up this need are characteristic of the entrepreneur as an individual carrying out entrepreneurial activities. Really work, i.e. entrepreneurial activity itself is the main and most important business of an entrepreneur’s life, because it was created by him and is his brainchild. Trying to get maximum profit and gain a leading position in his market segment, the entrepreneur puts all his abilities, knowledge, skill, and professional experience into his work. The same applies to maximum involvement in the labor process. The very receipt of the desired benefits is self-expression through work.

According to Maslow's theory, it is believed that each subsequent need becomes a motivating factor after the previous one is almost completely satisfied. In practice, this has not yet been proven, although for the majority of ordinary people, who in our case can be considered as employees working for a limited salary, this may be true. In the case of an entrepreneur, this is not the case, because from the state of affairs we have described, it is clear that in order to achieve one’s goals, it is necessary that all five needs that make up Maslow’s pyramid be motivating factors at the same time.

Now let's move on to consider leadership styles, which are also factors characterizing the behavior of a leader in the work process. Leadership style depends on many things.

Firstly, it is determined by the character and temperament of the leader as an individual. If a leader is choleric by temperament, then he will most likely adhere to a stricter style of behavior than, say, a sanguine person.

Secondly, the leadership style depends on the age, education and management traditions to which the manager was accustomed during his previous activities. For example, if a manager belongs to people of the older generation, his education is of a technical rather than managerial nature, he does not have sufficient psychological preparation, and his previous activities took place in a field where strict adherence to discipline was required (army, transport organizations, production organizations, related to the sphere of the military-industrial complex), then his work experience and the traditions of the teams in which he worked simply cannot but influence his style of behavior, which will be tough and authoritarian.

At the same time, younger managers who have received management education abroad or in our country in the last 10 - 15 years, and who are influenced by Western personnel management technologies, will strive for a more democratic management style.

Employees working under the leadership of such people either accept the behavior style of their bosses and obey them, or resist in a certain way if they do not want to leave this organization, since they can satisfy most of their needs here. The same employees for whom interpersonal relationships with management are important, quit and go to other organizations.

The behavioral styles of leaders have long been studied by various scientists. In order to better understand them, let's consider several theories created on the basis of research.

It is worth highlighting theory "X" And "Y» professor at Harvard University Douglas McGregor (1906-1964). This theory describes the types and behaviors of organizational leaders.

As a behavioral characteristic of a leader, D. McGregor identified the degree of his control over his subordinates. The extreme poles of this characteristic are autocratic and democratic leadership.

Autocratic leadership means that the leader imposes his decisions on subordinates and centralizes authority. First of all, this concerns the formulation of tasks for subordinates and the regulations for their work. McGregor called the prerequisites for the autocratic style of behavior of a leader theory “X”. According to her:

· Man is lazy by nature, does not like to work and avoids it in every possible way;

· The person lacks ambition, avoids responsibility, preferring to be led;

· Effective work is achieved only through coercion and the threat of punishment.

The category of workers described by theory “X” does occur. For example, these are people who are psychasthenoids by personality type. Without showing any initiative in their work, they will willingly obey management, and at the same time complain about their working conditions, low wages, etc.

Democratic leadership means that the manager avoids imposing his will on his subordinates and includes them in the decision-making process and determining work regulations. McGregor called the prerequisites for a democratic leadership style theory “Y”. According to her:

· Work for a person is a natural process;

· In favorable conditions, a person strives for responsibility and self-control;

· He is capable of creative solutions, but realizes these abilities only partially.

It is these people and this leadership style that are most suitable for achieving effective motivation in market conditions.

Before McGregor, a more comprehensive classification of leadership styles, which determined the advancement of behavioral studies of leadership, was created by the works of the famous German and then American psychologist Kurt Lewin (1890 - 1947). In his classification, the extreme poles were the autocratic (dictatorial) style, when the leader himself decides what needs to be done and how, and the liberal (connivance) style, when group members work independently, and the leader himself is a member of the group. An example of such a group is a creative team - an acting troupe. The democratic style acted as a compromise and the most acceptable option, when decisions are made after discussion by all group members. This management style is inherent in Japanese personnel management.

Figure 3.1. Leadership styles according to K. Lewin

In Levin's experiments, the most productive work was under a dictatorial leadership style, but the constant presence of a leader was necessary, otherwise the work would stop. Members of such a group showed aggressiveness towards each other and constantly looked for those “to blame” for this or that mistake. This tactic for solving a problem is very common Russian specifics management, where historically two main questions are resolved: “Who is to blame?” and “What should I do?” Democratic leadership was the most popular and produced consistent results in both quality and productivity. The liberal leadership style turned out to be the worst in all respects.

The main criterion used by K. Levin was labor productivity. The results of K. Levin's research, published in the late 30s and 40s of the twentieth century, sharply contrasted with the generally established opinion that the purpose of leadership research is to find the leadership qualities necessary for a leader, despite the fact that the dictatorial style of management, combined with the principles of unity of command, is the only possible , ensuring high management efficiency. Therefore, the results of Lewin's research were assessed as innovative, but requiring testing and confirmation in various types of organizations.

In 1949, the American psychologist R. Likert, who worked on problems of social psychology, founded the Institute of Social Research at the University of Michigan. His research showed that low-performing organizations tend to be run by job-focused managers, i.e. seeking to keep their subordinates constantly busy in a specific job production cycle and at the same time achieve a satisfactory level of time standards.

Likert found that the best-performing managers focus on the human aspects of their people's problems and on creating effective work teams that are challenged to achieve high goals. Such managers are focused on personnel. They view their activities as working with people rather than with production tasks, they try to get to know them as individuals, and strive to set themselves goals to help subordinates achieve goals and improve their performance. Such managers exercise general control rather than detailed control and are more focused on the goals of the organization rather than on methods of work. They allow maximum participation of subordinates in decision making, and if high performance is to be achieved, then the leader must not only be subordinate-oriented, but also be able to organize the decision-making process to achieve them.

Summarizing these results, R. Likert identified four leadership systems presented in Table 3.1.

Table 3.1.

Leadership styles according to R. Likert

1. Exploitative-authoritarian a leadership system in which the leader uses fear and punishment to achieve the obedience of subordinates. With such a management system, intragroup communications are poorly developed, managers and subordinates are psychologically distant from each other, and the bulk of decisions are made by the top management of the organization.

2. Benevolent-authoritarian, represents a benevolent authoritarian type of leadership, where it uses incentives and rewards, the behavior of employees is subordinate to the leader, information coming to the top is limited to what the leader wants to hear, strategic decisions are made by top management, but the solution of tactical problems prescribed by certain management schemes can be delegated to lower levels.

3. Consultative democratic The leadership system uses incentives and, in some cases, punishment, some participation of subordinates in decision-making is provided, communications are mutually oriented (up and down), but the information that the manager wants to hear is provided in limited quantities and with precautions. In such a system, subordinates can have only a moderate influence on the activities of their units, since issues fundamental to the organization are made at the level of top management, and decisions regarding specific issues are made at a lower level.

4.Democratic, based on participation in management. This leadership system is characterized by participation in group management. Management provides economic incentives and takes full advantage of employee group participation in setting goals for high productivity and improved work practices. Communications are carried out both up and down and horizontally; subordinates and managers are psychologically close to each other. Decision making occurs as a result of group processes, and the decision-making procedure is integrated into a formal organizational structure, where the organization is viewed as many overlapping groups, and each group is connected to the rest of the organization through people who are members of more than one group at the same time. Likert called them “tie pins.”

The last, fourth, management system, according to the scientist, is the most effective, since the manager encourages his subordinates and promotes the formation of groups based on cooperation.

The motivational policy in the organization should be based on the joint actions of management and employees, since the goals and objectives of the latter must correspond to the goals and objectives facing the organization.

Let's consider rules of motivational management, compliance with which will allow you, dear readers, as future managers, to learn how to increase the effectiveness of ongoing activities in the organization, in addition, you will be able to compare the actual behavior of your management towards employees with the recommended one and, if appropriate, offer your advice in the right capacity.

1. Praise is more effective than blame and unconstructive criticism.

This means that if management praises employees for their achievements in work, rather than criticizing them often undeservedly, then there will be a positive socio-psychological climate in the team.

2. Reward should be tangible and preferably immediate..

This means that one of the basic rules of labor stimulation must be observed - minimizing the gap between the result of labor and its encouragement. Employees who complete their work well and on time should be rewarded quickly and significantly.

3. Unpredictable and irregular rewards motivate employees better than expected and predicted ones.

In many organizations, the bonus plays the role of a salary increase in the amount of 50 to 100%, but does not fulfill its main role - a financial incentive for employees. Therefore, material bonuses paid by management in varying amounts and with uneven frequency are more effective.

4. Management must show constant attention to the employee and his family members.

The care shown by management for the employee and his family members influences the satisfaction of the need for respect (recognition).

5. It is necessary to provide employees with the opportunity to feel like winners, which helps to satisfy the need for success.

6. Employees should be rewarded for achieving intermediate goals.

There is no need to wait to achieve the final result. Material or non-material rewards for certain periods of long-term work are a good incentive.

7. It is advisable to provide employees with opportunities to feel independent and in control of the situation., which corresponds to the satisfaction of the need for self-esteem.

8. Employees’ self-esteem should not be undermined by giving them the opportunity to “save face.”

9. It is better to reward small and frequent rewards perhaps large quantity workers.

This contributes to the formation of a positive socio-psychological climate in the team.

10. There should always be reasonable internal competition in the organization, allowing to organize a spirit of competition between employees, promoting the progressive development of the team.

Thus, understanding your motivation to work and knowing your style of behavior in labor activity, you can determine how the employee’s motivation is combined with the motivation of his manager, find an approach to him, establishing constructive cooperation with him, leading to mutual effective activity and successful career growth.

In management theory, there are usually three main types of leadership:

Democratic, or collegial;

Liberal, or free.

What are the psychological characteristics of each of these styles?

main feature authoritarian style- centralization of power by the leader, which is manifested by a number of specific signs:
the manager makes decisions alone, i.e. the communicative space that he uses is extremely narrow;

The initiative of subordinates is not encouraged and even suppressed;

Information from subordinates about the affairs of the enterprise is limited; Ordinary employees, as a rule, have a vague idea of ​​the ultimate goals of the enterprise;
all activities of subordinates are strictly controlled;

Criticism of the state of affairs in the organization, and even more so of the accepted leadership style, is considered an undesirable phenomenon and is strictly suppressed.
The main feature democratic style is the decentralization of power, which is manifested by the following features:

When making decisions, the manager consults with subordinates, i.e. the communicative space that he uses is very wide;
subordinates are well informed about the goals of the organization and the general state of affairs, which allows them to actively participate in management;

The practice of delegating some of the manager’s functions to subordinates is used;
The initiative of subordinates is welcomed and is a general rule of the organization.

Liberal style First of all, it is distinguished by minimal interference of the leader in the affairs of subordinates. This style is characterized by the following features:

The leader acts in a modest role as a mediator between environment and employees, providing them with the necessary information, equipment, raw materials;

Control is carried out superficially and sporadically;

With this style, a phenomenon arises that is defined as a “leadership vacuum,” and conditions appear favorable for the emergence of informal leaders, whose activities further reduce the role of the official, formal leader.

Which of the considered styles is the best? There is no clear answer to this question; each of them has advantages and disadvantages.
Thus, the democratic style has the following advantages:

Reduces the risk of making ineffective decisions;

The best solutions are chosen from the many options that a wide communication space gives rise to;

It becomes possible to take into account the interests of each employee.

However, this style also has disadvantages:

It is difficult to use when making quick decisions is necessary, since collective decisions take more time than individual decisions;
it is applicable only at a sufficiently high cultural and professional level of workers;

This style places high demands on the personal qualities of the leader himself, who must be distinguished by high communication skills, willpower, etc.

The considered classification of leadership styles, which turned out to be very stable, was proposed back in the 30s. last century German psychologist Kurt Lewin(1890-1947). It was based on the criterion of centralization.
Later, other typologies of management styles appeared. Thus, in the United States, a classification of styles based on the direction of management activity and its focus on certain important factors of production has become widespread. American management specialist Douglas McGregor proposed to distinguish two styles of leadership, differing in the criterion of the direction of the main efforts of the leader - authoritarian and liberal.

Liberal The leadership style was interpreted as the opposite of the first style, since the manager concentrated his attention on solving humanitarian problems that arise in the production process.
Experience has shown that success in business, depending on the specific situation, can be achieved by leaders of both one and the other style.

Another classification of leadership styles was proposed by an American researcher Robert Blake. He called the leadership style, which recognized the priority of the production factor in the content of management activities, dictatorial, and the style focused on the human factor, as in other typologies, liberal.

Supervisor liberal style, according to Blake, prefers a style of management activity in which subordinates feel very comfortable. The manager primarily cares about good relationships, but pays little attention to the implementation of production tasks. The result is stability in the staffing of the team, a high level of employee satisfaction with the social conditions in the organization, but production efficiency indicators are, as a rule, low.

Manager using dictatorial style Concerned, on the contrary, primarily with the efficiency of production, its high performance; the mood of workers is not given importance, social activity is at a low level. As a result, the responsibility of workers for the state of production turns out to be quite high, but human relations between the manager and subordinates are absent.

3.9. The latest management styles: coaching and top management

Coaching is the process of influencing the personal qualities of another person in order to maximize their development.

With a broader interpretation of this term, coaching is understood as any individual support for people that ensures their personal effectiveness in business, career, education, sports, etc.

In relation to an organization, coaching is understood as a continuous process of communication between a manager and an employee in the interests of the employee and the organization as a whole.

The main goal of coaching is to help a person independently solve emerging problems.

The main tasks that are usually solved within this leadership style are:
assisting the client in setting clear and achievable goals in business and personal life;

Increasing independence in finding optimal business solutions;

Training in the method of building effective business relationships based on mutual assistance and cooperation;

Identification of new personal qualities of a person.

In recent years, the services of specialists in the field of coaching have begun to be used in great demand both in Western countries and in Russia. Often at our service coaches, As trainers-consultants are sometimes called, senior managers, the so-called top managers, also resort to them.

Top-level managers are required not only to perform the usual functions for any manager, but also to have some additional skills:

First of all additional intellectual abilities, in particular, the ability to create and use large databases, which should include not only symbolic information contained in printed and electronic media, but also other types of information relating to the nature of relationships with many employees, partners and clients. Even more important is the ability to comprehend information, structure its content, separate the main from the secondary and on this basis create conceptual management models, develop solutions necessary for the practical implementation of the goals.
To carry out these complex tasks, the top manager must not only use his own intellectual potential, but, if necessary, resort to the help of capable employees and thus provide an effective solution to certain pressing problems using the “brainstorming” method;

Special organizational abilities, first of all, the ability to mobilize the activity of people to achieve the common goals of the organization, which is impossible without creating an atmosphere of mutual trust, joint creativity, and respect for different points of view in the team. It is on this basis that an ordinary team can achieve a higher level of social development and turn into a cohesive team. To carry out these tasks, a senior manager must highlight the most promising ones from everyday tasks, target the most gifted employees to solve them, and thus encourage independent, creative people;

The most important for the status of a top manager personal psychological qualities, first of all, firm confidence in the possibility of achieving your goals. In the activities of a top manager, this quality is manifested primarily in the ability to make the necessary management decisions in a timely manner and persistently implement them. However, this skill alone is not enough - you not only need to accept necessary solution, but also to popularize it, i.e. put it in such a form that people realize its necessity and correctness. Therefore, an effective leader must have methods of convincing people of the justice of his decision;

success orientation, and development in employees of the psychology of success, confidence in the possibility of carrying out the planned business. To do this, a senior manager must be able to set fairly high, ambitious, inspiring, but at the same time realistic goals for himself and his people, constantly monitor the process of achieving them, accurately evaluate them, and thus constantly strengthen the “psychology of success” in people.
Of course, there are no perfect managers. However, experience shows that it is enough for a leader to possess at least part of these qualities in order to achieve success. Taking into account the proverb “The retinue makes the king,” an experienced leader selects a team that is capable of compensating for certain of his shortcomings.