Leadership and management styles in organizations. Leadership as a management style for a modern company Leadership and management styles in SKS institutions

In accordance with established ideas, three leadership styles are distinguished: authoritarian, democratic and liberal - and their various combinations, as well as two vectors of leader orientation: orientation towards relationships with subordinates (person orientation) and results (result/task orientation).

For authoritarian style Characterized by the leader's strict sole adoption of all decisions ("minimum democracy"), strict constant control over the implementation of decisions with the threat of punishment ("maximum control"), and lack of interest in the employee as an individual. Employees must only do what they are told to do. At the same time, they receive a minimum of information. The interests of employees are not taken into account. Due to constant control, this management style provides quite acceptable work results according to non-psychological criteria: profit, productivity, product quality can be good.

Among the disadvantages of this style are:

• high probability of erroneous decisions;
• suppression of initiative, creativity of subordinates, slowdown of innovations, stagnation, passivity of employees;
• people's dissatisfaction with their work, their position in the team;
• an unfavorable psychological climate causes increased psychological stress.

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

The democratic style promotes the development of objective, informed decisions, the achievement of high production results, the manifestation of initiative, the activity of employees, people's satisfaction with their work and membership in the team, the creation of a favorable psychological climate and team cohesion. This style involves interaction based on trust and mutual understanding. The leader behaves in this case as one of the group members; Each employee can express his opinion on various issues without fear of any retaliation or retaliation. Depending on the completion of the task, leadership of the group can be transferred from one participant to another.

However, to implement a democratic style, high intellectual, organizational, psychological and communication abilities of a leader are required.

Liberal style is characterized, on the one hand, by a “maximum of democracy” (everyone can express their opinions to the police, but they do not strive to achieve real accounting or agreement on positions), and on the other hand, by a “minimum of control” (even the decisions made are not implemented, there is no control over their implementation, everything left to chance), lack of initiative, non-interference in the process of certain works. Consequently:

• performance results are usually low;
• people are not satisfied with their work, their leader, the psychological climate in the team is unfavorable;
• lack of cooperation;
• there is no incentive to work conscientiously;
• sections of work consist of individual interests of leaders;
• hidden and obvious conflicts are possible;
• there is a stratification into conflicting subgroups. There may be a discrepancy between the form and content of the leader’s actions, for example: outwardly a form of democratic style is used (demonstration of external disposition, politeness to subordinates, discussion of the problem is held), but in reality the decision has long been made individually.

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

The effectiveness of a particular leadership style depends on the nature of the specific situation. The orientation vector can also change direction depending on the situation in the group. Group performance depends on the interaction of leadership style and the degree of favorability of the situation. It's easier to be a leader if:

• the group trusts him and supports him;
• the group performs clearly defined tasks;
• the leader's position is backed by real power.

The most effective leadership is task-oriented. If these conditions are absent, task-oriented leadership is also best. In other words, task-oriented leaders perform more effectively in polarized situations. In intermediate situations, relationship-oriented leaders perform better. Every situation is a combination of leader, subordinates, time, place and other circumstances.

Let's consider a situational leadership model that allows us to analyze the relationship between managers and subordinates in different specific situations (Fig. 14.1).

All types of communications (conversations, correspondence, etc.) between a boss and a subordinate (or between colleagues) can be divided into two types:

Communications on the task (what needs to be done, how, by what time, with what composition, what are the final indicators, etc.);

Rice. 14.1. Relationships "manager - subordinates"

Relationship communications (how to interact during a task, how to discuss intermediate results, how to change the organization, etc.).

It is these two types of communications that underlie the classification of the four main styles of situational leadership (let’s call them I, II, III, IV).

When directive leadership style (I) the subordinate is given a detailed task, it is explained what and how to do, intermediate milestones are established, and control methods are recorded. Only one thing is expected and required of a subordinate: conscientious and thorough execution of all instructions. This implies that the subordinate’s qualifications do not allow him to improve the technology of the work performed. This leadership style is characterized high level according to instructions and low level on relationships: very detailed instructions are given, and subsequent contacts between the boss and the subordinate occur mainly in connection with the control of the work performed.

At communication-directive leadership style (ii) the subordinate is given detailed instructions along with Additional Information concerning others possible ways performance of work. The subordinate is required not only to perform simple tasks, but also to make suggestions for improving the process in which he participates. This implies that the subordinate not only has the necessary skills to complete the task, but also the desire to complete it more efficiently and with better quality. This leadership style is high on task and high on relationships: giving detailed instructions and then discussing how to better organize the organization. production process.

Participation style (III) means that the subordinate is given only brief instructions, while at the same time he is expected to make suggestions for improving the production process. It is assumed that the subordinate has sufficient experience to perform the assigned task without detailed instructions, while he has the desire to perform the given task in the best possible way. This style of leadership is low on task and high on relationships: giving brief instructions and then discussing how to better organize the production process.

And finally, delegation style (IV) when the subordinate is given brief instructions on the nature of the task; it is expected that finding the best way to do it does not require further discussion; the subordinate must find it himself. It is assumed that the subordinate has enough experience to cope with the assigned task himself. This style of leadership is characterized by a low level of task and a low level of relationships: without unnecessary words and without discussing the task received in detail, the subordinate copes with it independently.

What determines leadership style? Paradoxically, it should not depend on the leader, but is determined by the leader, or rather, by the level of his maturity. According to the four leadership styles considered, four stages of maturity (“z”) of an employee can be defined:

“z 1” - the employee is not sufficiently familiar with the content of the work he must perform; he needs detailed instructions and constant supervision; the employee does not have a desire to perform work) better than expected from him; he has no need to improve the production process in which he participates;

“z 2” - the employee still needs detailed instructions on the essence of the actions performed; at the same time, he needs detailed information and constant discussions about improving the production process; he has the desire and need to work better than is determined by the instructions;

“z 3” - the employee is mature enough to complete the task without detailed instructions; he does not need constant monitoring; at the same time, the employee is involved in the process of improving technology and organizing the operations in which he participates;

"z 4" - employee of the highest degree of maturity; he does not need either detailed instructions or constant discussions in order to quickly, efficiently, most effectively and independently, without the participation of a leader, complete the assigned task.

The stated characteristics of an employee’s maturity include not only a formal level of qualifications (i.e., the ability to do the job), but also a sincere desire to do the job well (it is in this parameter that a significant part of the employees of domestic enterprises are inferior to the personnel of the best Western companies).

The secret of effective leadership is to always match the leadership style to the maturity level of the employees. If a manager constantly uses style I (simple directive), and his subordinates have already grown to maturity levels 2, 3,4, then this is clearly not effective method manage a team: initiative is suppressed and restrained professional growth and a conflict atmosphere is created. If the manager of a specific project uses style II, while for his subordinates the implementation of the project involves new and little-known work, then this also cannot contribute to success.

Usually, the same employee has different levels of maturity in relation to different types of activity: for one type he is at the “Z 1” level, for another - at the “Z 3” level, and for the third - at the “Z 4” level. In this case, the conversation between the boss and the employee should proceed completely differently. For example, when explaining new reporting forms to the foreman (maturity level “z 1”), the shop manager explains in great detail and patiently how each column in the reporting table should be filled out; when discussing the implementation of the equipment repair schedule, he discusses with the foreman the possibilities of more rational organization of these works (maturity level "3 3"), and when discussing the implementation of the planned task (maturity level "3 4") he is only interested in the implementation of the plan.

In this simple example, the change in leadership styles is obvious and does not require additional comment. However, quite often in practice, failures in management are caused by the inadequacy of the level of maturity of employees to the leadership style.

The often encountered authoritarian style within the framework of the considered model can be characterized by the scheme I-IV-I-IV-.... Such a leader has two styles of behavior: detailed instructions, constant control and no discussion, or a short task with delegation of all powers. In this case, employees remain at the ineffective level “Z 1”.

The so-called democratic style can be characterized by the scheme II-III-II-III-.... Such a leader in all cases welcomes discussions and democratic meetings aimed at choosing best options work, but he rarely uses style I or IV. In this case, the growth of workers stops at the level of “z 2” (less often - “z 3”).

Sometimes the style IV-III-IV-III-... is found. Such managers are not experts in their field and are not able to give detailed instructions on the essence of completing tasks, but they can organize meetings on how best to carry out the task. This style of leadership keeps performers at the “Z 1” level and does not give them opportunities for proactive growth.

Thus, the situational leadership model helps to identify errors in the behavior and actions of leaders. Particularly common ineffective leadership styles, in particular among civil service managers, can be corrected with special training aimed at productive changes in leadership style.

Each level of employee maturity corresponds to their level of productivity. Level "z 1" allows you to achieve only 10-20% of potential productivity (efficiency); level "z 2" - 45-50%, level "z 3" - approximately 75%, and only level "z 4" reaches 100%.

In general, the presented model can be presented in the form of a table (Table 14.2).

Table 14.2. Situational Leadership Model

Employee maturity level	Communication level		Leadership style	Performance level versus potential
	on assignment	on relationships
			Simple Directive
			Directive + information
			Delegation

It is easy to see that an ineffective leadership style reduces productivity by 5-10 times. This puts the problem of leadership in a team on the same level as the problem of technical re-equipment or rhythmic, sustainable supply.

The ideal for every manager is the delegation style (IV), but to achieve it it is necessary to sequentially go through styles I, II and III, gradually increasing the level of maturity of employees. The more the staff reaches the level of maturity "Z 4", the less time the manager spends on contacts with subordinates and direct management, the more time he has left for coordination, external contacts and long-term planning.

Leaders who have achieved success in their field tend to use a flexible leadership style, focusing on the maturity level of their subordinates.

The concept and meaning of leadership in the management system

Leadership issues are key to achieving organizational effectiveness. Organizations that achieve success differ from their counterparts mainly because they have more dynamic and effective leadership. On the one hand, leadership is seen as the presence of a certain set of qualities attributed to those who successfully influence or influence others; on the other hand, leadership is a process of predominantly non-forceful influence in the direction of achieving a group or organization’s goals.
In management, leadership is a key situational variable, determined by the qualities of the leader and subordinates, and the situation.

Leadership- managerial relationships between the leader and followers, based on an effective combination of various sources of power for a given situation and aimed at encouraging people to achieve common goals.

Leadership theory attempts to identify and predict which leadership characteristics are most effective and why. As pointed out by O.S. Vikhansky and A.I. Naumov, the main approaches to leadership are distinguished using two variables or two dimensions - the dynamics of behavior and the level of situationality.

Approach from the perspective of personal qualities

Leadership became an object of study when management was first studied at the beginning of the twentieth century. However, only between 1930 and 1950. This was the first time that leadership was studied on a large scale and in a systematic manner. These early studies aimed to identify the attributes or personality characteristics of effective leaders.

According to personal theory of leadership, also known as theoriesgreat people The best leaders have a certain set of personal qualities common to all. Developing this idea, it can be argued that if these qualities could be identified, people could learn to cultivate them in themselves and thereby become effective leaders. Some of these traits studied are level of intelligence and knowledge, impressive appearance, honesty, common sense, initiative, social and economic background and high degree self-confidence.

In the 1940s, scientists began to study the facts about the relationship between personal qualities and leadership. But despite hundreds of studies, they have not reached a consensus on the set of qualities that necessarily distinguish a great leader. One study claimed that only about 5% of executive personality traits were analyzed in just four or five studies. In 1948, Stogdill conducted a comprehensive review of leadership research, noting that the study of personality traits continued to produce conflicting results. He found that leaders tended to be characterized by intelligence, desire for knowledge, reliability, responsibility, activity, social participation, and socioeconomic status. However, Stogdill also noted that effective leaders exhibited different personal qualities in different situations. He then made a conclusion that today's behavioral scientists would agree with: a person does not become a leader simply because he possesses a certain set of personal characteristics.

Behavioral approach

The behavioral approach provided the basis for classification leadership styles. According to this approach, effectiveness is determined not by the personal qualities of the leader, but rather by his manner of behavior

attitude towards subordinates.

The important contribution of the behavioral approach to leadership theory is that it helped to analyze and classify leadership styles, i.e. how a leader behaves with his subordinates. Leadership style in the context of management, it is the habitual manner in which a leader behaves towards subordinates in order to influence them and motivate them to achieve the goals of the organization. Perhaps the earliest research into the effectiveness of leadership styles was conducted by Kurt Lewin and his colleagues. According to Lewin's classification, style is one-dimensional and can be authoritarian (this is one extreme), democratic and liberal.

In his famous study, Lewin found that authoritarian leaders got more work done than democratic ones. However, on the other side of the scale were low motivation, less originality, less friendliness in groups, lack of groupthink, and greater aggressiveness. Compared to democratic leadership, liberal leadership reduces workload, lower quality of work, there is more play, and surveys show a preference for a democratic leader. More recent studies have not fully supported the finding that autocratic leadership produced higher productivity but lower satisfaction than democratic leadership. However, Lewin's research provided the basis for other scientists to look for the type of behavior that can lead to high performance work and a high degree of satisfaction.

Douglas McGregor, a well-known leadership scholar, identified the prerequisites for an autocratic leader in relation to employees theory X. According to Theory X:

People initially do not like to work and avoid work whenever possible.

People have no ambition, and they try to get rid of responsibility, preferring to be led.

What people want most is security. To get people to work, it is necessary to use coercion, control, and the threat of punishment. Based on these basic assumptions, an autocrat typically centralizes authority as much as possible, structures the work of subordinates, and gives them little freedom to make decisions. He, possessing sufficient power, imposes his will on the performers; unilaterally makes and revokes decisions; does not allow subordinates to take initiative; categorical, often harsh with people; always orders, manages, instructs, but never asks; perceives everything new with caution, or does not perceive it at all; V managerial work Almost always uses the same methods.

When an autocrat avoids negative coercion and instead uses rewards, he is called benevolent autocrat. Although he continues to be an authoritarian leader, the benevolent autocrat shows active concern for the mood and well-being of his subordinates. He may even go so far as to allow or encourage their participation in task planning. But he retains the actual power to make and execute decisions.
The ideas of a democratic leader about employees differ from the ideas of an autocratic leader. McGregor called them a theory Y:

Labor is a natural process. If conditions are favorable, people will not only accept responsibility, they will strive for it.

If people are attracted to an organization by goals, they will use self-direction and self-control.

Involvement is a function of the reward associated with goal achievement.

The ability to creatively solve problems is common, and the average person's intellectual potential is only partially utilized.

Rancis Likert developed an alternative system by comparing groups with high productivity and groups with low productivity in various organizations. They believed that leadership style could explain the difference in performance.

Leader focused on work, also known as task-oriented leader primarily cares about designing tasks and developing reward systems to improve productivity. A classic example of a work-focused leader is Frederick W. Taylor, who structured tasks around technical principles efficiency and rewarded workers who exceeded quotas carefully calculated based on measurements of potential output.
In contrast to this, the primary concern people-centered leader are people.

Management styles based on the criterion of participation in management distinguish between ideal-typical authoritarian, participatory and autonomous management styles.

absolutist/dictatorial management style. The manager decides without the participation of the managed and strictly orders; employees must be forced to follow under threat of sanctions;

autocratic management style. Under it, the manager has at his disposal an extensive apparatus for power;

bureaucratic management style. The authority of the manager is derived from formal hierarchical provisions. Managers and employees are subject to the same detailed system of rules;

patriarchal/matriarchal management style. The manager decides with the help of the authority of the “head of the family”, showing care and taking full responsibility. Explains the decision and orders, employees obey based on their unlimited trust.

supportive management style. The manager bases his authority on special, unique personality traits and thanks to this enjoys high personal authority; employees follow his decisions because they are convinced of his positive internal qualities.

Participatory style characterized by the participation of employees in the decision-making process. At the same time, it is necessary to distinguish the following options:

communication management style. The manager finds it difficult to make a decision and therefore makes a decision only after informing the employees; employees can ask questions, express their opinions, but in the end they must follow orders;

consultative management style. The manager makes a decision only after detailed information and discussion, as well as after suggestions from employees about optimal solution Problems; employees carry out decisions in which they participated deliberatively;

collaborative decision management style. The manager only puts forward the problem and sets limiting conditions for solving it; employees themselves make decisions about the activities carried out within agreed limits; the manager allows it, but reserves the right of veto.

During the decision process, the manager takes on the role of a moderator (i.e., a moderating role) and finds it difficult to summarize decisions; employees decide for themselves, without setting a framework, making decisions, as a rule, by a majority.

By classifying leadership styles in this way, we have always sought to identify the best style. One can understand why both the autocratic approach and the human relations approach have won many supporters. But it is now clear that both supporters committed exaggerations, drawing conclusions that were not fully supported by the facts. There are many well-documented situations where the benevolent-autocratic style has proven to be very effective. Scientists have encountered situations where subordinates participated in decision making, but, nevertheless, the degree of satisfaction was low, as well as situations where satisfaction was high and productivity was low. Since, in addition to the leader’s behavior and his personal qualities, there are other factors that influence the effectiveness of his activities, the opinion is firmly established that The effectiveness of a leader is situational in nature.

Situational approach

Neither the personality approach nor the behavioral approach could identify a logical relationship between the personal qualities and behavior of a leader, on the one hand, and effectiveness, on the other. This does not mean that personal qualities and behavior are not important to management. On the contrary, they are essential components of success. However, more recent research has shown that additional factors may play a critical role in leadership effectiveness. That's why modern theory leadership addressed situational approach. Modern scientists are trying to determine which behavioral styles and personal qualities are most suitable for certain situations. Their research indicates that, just as different situations require different organizational structures, so we must choose and various ways guidelines - depending on the nature of the specific situation. This means that a leader must be able to behave differently in different situations.

The failure of earlier researchers to find a consistent relationship between leadership style, satisfaction, and performance was a clear indication that in all cases one or more additional factors were at work. To find these factors, theorists began to pay attention not only to the leader and the performer, but to the entire situation as a whole. Four situational models have been developed to help understand the complexities of the leadership process: Fiedler's situational leadership model, Mitchell and House's path-goal approach, theory life cycle Hersey and Blanchard and model

decision-making by the Vroom-Yetton leader.

Fiedler believes that although each situation has its own leadership style, the style of a particular leader remains, in general, constant. Since Fiedler assumes that a person cannot adapt his leadership style to a situation, he suggests placing the leader in situations that best suit a stable leadership style. This will ensure the proper balance between the demands of the situation and the personal qualities of the leader, which leads to high productivity and satisfaction.

Situation model by Terence Mitchell and Robert House indicates to managers the need to use a leadership style that is most appropriate to the situation. According to this approach, a leader can encourage subordinates to achieve the goals of the organization by influencing ways to achieve these goals. In discussing this approach, Professor House notes that a manager can influence subordinates by increasing the personal benefit of subordinates achieving the goal of a given job. He can also make the path to that gain easier by explaining the means to achieve it, removing obstacles and pitfalls, and increasing opportunities for personal satisfaction along the path to gain. Paul Hersey and Ken Blanchard developed a situational leadership theory called life cycle theory. According to this theory, the most effective leadership styles depend on the maturity of the performers. Maturity of individuals and groups involves the ability to take responsibility for one's behavior, the desire to achieve a goal, and education and experience regarding the specific task to be accomplished. Vroom-Yetton model of executive decision making focuses on the decision-making process. Although the Vroom-Yetton model differs from the other three situational models in that its focus is on decision-making, it is still similar to them in that it emphasizes the absence of a universal optimal method of influencing subordinates. The optimal style depends on the changing variables of the decision situation.

CONCLUSION

In conclusion, it is important to understand that the management process refers to the creation and operation of a formal organization. It is necessary to understand the need to study issues of group dynamics, since in management it is determined by the influence that groups have on the organization and its achievement of its goals.

Within any formal organization there are informal organizations. Although these organizations are not created by the will of management, they are a factor that every organization must take into account because both informal organizations and other groups can have a strong influence on the behavior of individuals and on work behavior employees, since in addition to economic needs, workers also have social needs, the satisfaction of which leads to the interaction of individuals. To cope with such situations, the manager must understand what role this or that group plays in a particular situation, and what place the leadership process occupies in it. It must be noted that no matter how well a leader performs his functions, it is impossible to determine what actions and attitudes will be required to achieve goals in an organization striving forward.

One of the biggest difficulties preventing the effective management of informal groups is the initially low opinion of managers about them. Some managers believe that the very emergence of an informal organization is not the result of effective management. But that's not true. There are informal groups in any organization. This is as natural as people’s desire to make friends, communicate, and interact.

Currently, management theorists believe that informal groups should be used to achieve organizational goals.

As for leadership in an organization, we can say that in each informal group there may be several leaders who lead in certain areas, one of which has the greatest influence. Leaders are needed to ensure that group members behave in a way that promotes the achievement of common goals, since in the event of conflict, the motivation and job satisfaction of group members decrease sharply.

The leader (manager) acts both as a manager and as a leader; he carries out all organizational aspects related to work, and also makes the team unified, resolves conflicts, i.e. performs the functions of a mentor. A manager must be a leader.

The leader determines style and ethics to a large extent business communication In the organisation. Ethics of business communication in modern organization presupposes honesty, decency, loyalty to one’s word, fulfillment of one’s obligations, adherence to principles, etc.

Ethics in business communication is an international concept. Business ethics is determined by the level of public culture and, in turn, is one of the aspects of management culture. Business ethics largely determines the image of a company and the attitude of society towards it, and this is very important for a modern organization and for its successful prosperity.

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I. Teacher’s style of attitude towards students

SWOT analysis as a method for analyzing the management environment. In 1963, at a business policy conference at Harvard, Professor Kenneth Andrews first publicly announced the acronym SWOT: Strengths

X. Fundamentals of personnel management in high-tech organizations

A - sartorius muscle; B - calf muscle; B - biceps brachii muscle.

VORONEZH INSTITUTE OF HIGH TECHNOLOGY

Faculty of Distance Learning

CHECK WORK No. 1

By discipline: " Management and marketing"

Subject: « Leadership. Leadership styles »

Completed by student: Starovoitov S.A.

Group: Isz-011 Course: 2 Code:

Checked by the teacher: Pykhova E.R.

Voronezh 2003

CHECK PAPER No. 1 1

Completed by student: Starovoitov S.A. 1

Group: Isz-011 Course: 2 Code: 1

Introduction. 2

1. Basics of leadership. 1

2. Management styles. 2

2.1. Classification by Kurt Lewin. 3

2.2. Douglas McGregor's theory. 3

2.3. Rancis Likert's four systems. 6

2.4. "Management grid GRID". 7

3. Modern models leadership. 9

3.1. The concept of attributional leadership. 9

3.2. The concept of charismatic leadership. eleven

3.3. The concept of transformational leadership. 12

3.4. "Fundamentals of Effective Leadership." 13

Conclusion. 2

List of used literature. 3

Introduction.

In the second half of the last century, after the victory of the industrial revolution in the West, market relations dominated all spheres of social life. Large companies grew like mushrooms after rain, requiring a large number of top and middle level managers capable of making competent rational decisions, able to work with large masses of people who would be free in their actions. Therefore, managers were required to have high professionalism, competence, and the ability to balance their activities with existing laws. As a result, a group of people specifically engaged in management activities appears. These leaders no longer need to hold their subordinates in line with an overbearing hand. The main task becomes a painstaking organization and daily management of production in order to ensure the greatest profit to the owners of the company. These people became known as managers.

Currently, there is a certain minimum of different characteristics for a modern manager. One of the characteristics is the style of personnel management.

The management style of a manager with his subordinates largely determines the success of the organization and the dynamics of the company's development. The motivation of employees, their attitude towards work, relationships and much more depend on the leadership style. Thus, this area of ​​management is of great importance in management and, in my opinion, is mandatory and useful to study.

I will try to answer the question of how a leader should behave, and what styles of behavior are most effective in directing people's efforts to achieve the organization's goals. In other words, the purpose of writing this work was to review and analyze personnel management styles and their advantages and disadvantages.

1. Basics of leadership.

Leadership is a management relationship between a leader and followers, based on an effective combination of various sources of power for a given situation and aimed at encouraging people to achieve common goals.

A prerequisite for leadership is the possession of power in specific formal or informal organizations of various levels and scales, from the state and even a group of states to government agencies, local government or popular and social groups and movements. The formalized power of the leader is secured by law. But in all cases, the leader has social, psychological, and emotional support in society or in groups of people who follow him.

There are formal and informal leadership. In the first case, influence on subordinates comes from the position of their position. The process of influencing people through personal abilities, skills and other resources is called informal leadership.

It is believed that the ideal for leadership is a combination of two bases of power: personal and organizational.

Leadership issues are key to achieving organizational effectiveness. On the one hand, leadership is viewed as the presence of a certain set of qualities attributed to those who successfully influence or influence others; on the other hand, leadership is a process of predominantly non-forceful influence in the direction of achieving a group or organization’s goals. Leadership is a specific type of management interaction, based on the most effective combination of various sources of power and aimed at encouraging people to achieve common goals.

Leadership as a type of management relationship is different from management itself and is built more on a “leader-follower” relationship than a “boss-subordinate” relationship. Not every manager uses leadership in their behavior. A productive manager is not necessarily an effective leader, and vice versa. Success in management does not compensate for poor leadership.

Approaches to the study of leadership differ in the combination of three main variables that attract the attention of researchers to this day: leadership qualities, leadership behavior and the situation in which the leader acts. The characteristics and behavior of followers play an important role in this. Each approach offers its own solution to the problem of effective leadership.

Early traditional concepts proposed that effective leadership be defined based on either the qualities of the leader or the patterns of his behavior. The situation in these cases was not taken into account. These concepts were eventually drowned in an infinite number of identified qualities and patterns of behavior, never creating a complete theory.

Approaches based on situational leadership proposed to explain leadership effectiveness through various situational variables, i.e. through influence external factors, without taking into account the leader as a person. New concepts have attempted to combine the advantages and achievements of both traditional and situational approaches. In their conclusions, these concepts are based on an analysis of leadership character and its relationship with the existing situation.

2. Management styles.

The word “style” is of Greek origin. Initially it meant a rod for writing on a wax board, and later it was used to mean “handwriting”. Hence, we can assume that leadership style is a kind of “handwriting” in the actions of a manager.

Leadership style is a typical type of behavior of a leader in relations with subordinates in the process of achieving a set goal.

The earliest approach to assessing management style was a personality-based approach. According to personality theory of leadership, also known as great man theory, the best leaders have a certain set of personal qualities that they all have in common (intelligence, knowledge, impressive appearance, honesty, common sense, initiative, social and economic background and a high degree of confidence in yourself). Therefore, if you can identify these qualities in yourself, then it is possible to develop them, allowing you to become a good leader in the future.

Subsequently, another, behavioral approach emerged, which created the basis for a more precise definition: management style is a relatively stable system of ways, methods and forms of practical activity of a manager, the habitual manner of behavior of a manager in relation to subordinates, aimed at influencing and encouraging them to achieve the goals of the organization . The degree to which a leader delegates his authority, the types of power he exercises, and his concern primarily with human relationships or task accomplishment reflect the leadership style that characterizes that leader.

But this approach turned out to be incomplete. Further research has shown that situational factors play a significant role in the effectiveness of leadership, which, for example, include the needs and personal qualities of subordinates, the nature of the task, the requirements and influence of the environment, and the information available to the leader. In practice, this means that a leader must lead differently in different situations.

Thus, representatives of the behavioral school have developed an approach to determining the significant factors of effective leadership: an approach from the position of:

personal qualities;

features of human behavior in an organization;

specific situation.

According to the behavioral approach to leadership, according to the way and method of treating subordinates, Every organization is a unique combination of individuals, goals and objectives. And each manager is a unique personality with a number of abilities. Therefore, the leadership style must be correlated with some position of the leader.

2.1. Classification by Kurt Lewin.

Perhaps the earliest research into the effectiveness of leadership styles was conducted by Kurt Lewin and his colleagues. According to Kurt Lewin's classification, style is one-dimensional and can be authoritarian, democratic or liberal (Figure 1).

Leadership styles.

In his famous study, Lewin found that authoritarian leaders got more work done than democratic ones. However, on the other side of the scale were low motivation, less originality, less friendliness in groups, lack of groupthink, greater aggression towards both the leader and other group members, greater repressed anxiety, and at the same time more dependent and submissive behavior. Compared to democratic leadership, liberal leadership reduces the amount of work, the quality of work decreases, there is more play, and surveys show a preference for a democratic leader.

More recent studies have not fully supported the finding that autocratic leadership produced higher productivity but lower satisfaction than democratic leadership. However, Lewin's research provided the basis for other scientists' search for a behavioral style that can lead to high job performance and high satisfaction.

2.1. Management grid. 13

INTRODUCTION

The work of a leader involves relationships of leadership and power. In Russian literature, formal and informal leadership are traditionally distinguished. A formal leader has an official position of leadership and has power. An informal leader does not have power; his influence is based only on his personal qualities.

In a team, leadership is a relationship of dominance and submission, with followers following the leader voluntarily. In different situations, the group nominates different people as leaders depending on the nature of the activity (inspirational leader, emotional leader) and leadership style (authoritarian leader, democratic leader).

Foreign experts usually do not use this classification of leadership, believing that the person at the head of a team or enterprise is obviously a leader. In this case, the difference between the concepts of leadership, power and influence disappears, but there is one.

Leadership is the ability to influence people on each other in the process interpersonal communication. The leader dominates other members of the team.

Power is the ability to influence the behavior of other people using any means: authority, law, violence, etc.

Influence is the behavior of one person changing the behavior of another. Specific means of influence are different: request, demand, order, threat, persuasion.

Therefore, it is more correct to distinguish between leaders who have official status and those who do not. It should be noted that Henri Fayol distinguished between official powers conferred by a position and authority, which depends not on formal status, but on intelligence, experience, the ability to influence people, and established reputation in the team.

Speaking about the various concepts given, it must be emphasized that a leader does not always have power, but a person with influence is a leader.

1. LEADERSHIP, INFLUENCE AND POWER

“The people are the main thing in the state, and the ruler takes the last place. Therefore, only by winning the favor of the people can one become a ruler” (Meng Tzu, IV century BC)

A leader is an employee who is recognized by other team members as having the right to take the most responsible decisions that affect their interests and determine the character of the group. The leader is the most referent person, although he may be a sociometric “star”. There are three main approaches to understanding the origins of leadership.

According to the “trait theory,” a leader can be a person who has a certain set of personal qualities. However, the task of compiling a list of them turned out to be difficult to solve.

Situational theory defines leadership as a product of a situation: a person, having become a leader in one case, acquires authority, which begins to “work” for him due to the influence of stereotypes. Therefore, he can be considered by the group as a “leader in general.” Individual people tend to “look for posts,” so they behave accordingly.

The synthetic theory considers leadership as a process of organizing interpersonal relationships in a group, and the leader as a subject of managing this process, that is, the phenomenon of leadership is considered in the context of joint group activities. Researchers differentiate between situational and permanent leaders.

When considering the problem of leadership, it is necessary to distinguish the content of the concepts “leader” and “manager”.

This issue is most fully covered in the works of B.D. Parygin, who identifies the following main differences:

1) “the leader is mainly recognized to regulate interpersonal relationships in the group, while the manager is responsible for official ones;

2) leadership arises spontaneously, but the leader is real social group appointed or elected;

3) the promotion of a leader largely depends on the mood of the group, while leadership is a more stable phenomenon;

4) the leadership of subordinates, unlike the leader, has a much more specific system of sanctions, which are not in the hands of the leader;

5) the leader’s sphere of action is mainly a small group of people; the leader’s field of activity is wider, since he represents the work collective in a wider social system.”

The biography of Jesus Christ is known, who was the leader of a group of his few supporters, but he did not have any power. He was executed, and with the approval of the overwhelming majority of his fellow countrymen.

Martin Luther, after publishing his theses expressing disagreement with the Pope, began translating the Bible from Latin to German. However, his ideas of Protestantism had such an influence that the German principalities were divided into two parts (adherents of Catholicism and supporters of the Reformation) and started a war among themselves, the result of which was the abdication of the throne of the Holy Roman Emperor Charles V. The ideas of Protestantism also inspired participants in the Peasants' War in Germany . Luther himself was not at all the leader of the German dukes and electors, and certainly did not have any power over them. And he treated the peasants who used Protestant slogans as “mad dogs” (in his own words). Such was the unintended influence of Luther, who had no power and no former leader.

The following forms of power are distinguished:

1. “Based on coercion, a feeling of fear among subordinates. Does not contribute to the release of the creative potential of employees and requires strict and total control. The subordinate's predominant desire is to avoid coercion, which makes it possible for the manager to deceive.

2. Reward-based. Requires the manager to have knowledge of the needs of the subordinate and the resources to meet them.

3. Based on legitimacy (legality, traditions). The subordinate recognizes the reasonableness of the manager's demands and therefore obeys.

4. Based on conscious submission. The subordinate recognizes the reasonableness of the manager's demands and therefore obeys.

5. Based on charisma - exceptional personality qualities that evoke blind, uncritical, unconditional admiration and faith.”

The slogan is known from history: “He who is not with us is against us.” This psychological technique helps to justify the need to unite around “one of our own,” even an authoritarian leader. Thus, he turns out to be the bearer of the ideal of a leader who foresees everything and takes care of his subordinates.

Power is never determined only by formal status, but is determined by the degree of dependence of the subordinate on the leader.

Usually, this dependence is mutual:

· pay, promotion, and satisfaction of social needs depend on the manager;

· the quality of the products depends on the subordinate,

· reliability of the information provided,

correctness of documentation,

·accuracy of calculations,

· speed of computer processing of databases.

Ultimately - the reputation of his boss among senior management.

The mutual dependence of the manager and subordinates requires the creation of a balance of power: such a combination of mutual influence of the manager and subordinates that best ensures the achievement of the goals of the enterprise.

Each member of the team is characterized by his position, which is determined by his status and the degree of contribution to the achievement of common goals.

The most prominent role in a team is played by the leader. According to the direction of activity, negative and positive leaders are distinguished; by the nature of behavior - open and closed (not intentionally influencing the team). A situational leader demonstrates leadership qualities in certain situations.

If the leader has a positive orientation, he can assist the official leader as a spokesman for the opinions and sentiments of the group, which should be taken into account when making decisions.

A leader can be considered as a reserve for promotion, including for the management of temporary teams or units created to perform specific one-time tasks.

A positive leader can help the group better understand the leader's decisions and their implementation. Therefore, it is undesirable to combine an official leader and an informal leader in one person, because thereby eliminating an additional source of influence on group members. The manager can delegate some of the issues for resolution to the team and directly to the informal leader.

This especially applies to those issues that are resolved unambiguously, and it does not matter who makes the decision. This group of issues can also include those that are not of a fundamental nature and therefore it does not matter for the organization what decision is made, although this decision may be important for an individual member of the team.

The informal leader does not always have a positive orientation. In this case, his activities harm the achievement of the team’s goals, and the manager is required to take measures to neutralize it. Usually, when there is a negative leader, he has a group of supporters.

A negative leader is usually a conflicted person who inadequately assesses his own capabilities and abilities. Such a person is characterized by a desire to dominate, combined with straightforwardness, stubbornness, and irritability.

Eliminating a negative leader should not be an end in itself.

It is necessary to take into account possible objective conditions for its appearance;

·“weakness of the official leader;

· disruptions in the activities of the team, low productivity of its work;

·prevalence of interpersonal relationships in the team, with production tasks being relegated to the background.”

To eliminate the destabilizing influence of a negative leader, it is recommended:

1) in an emotional dramatic form, demonstrate to the negative leader’s group the futility of their actions, the impossibility of achieving their goals;

2) the connection between the feeling of belonging to the group of a negative leader and a negative emotional mood: dissatisfaction, fatigue, inferiority;

3) split the group of a negative leader, offer its members a higher position or salary - perhaps the most negative leader;

4) switch the activity of a negative leader to positive activity (preferably with a business trip);

5) objectify the image of a negative leader in front of team members, show the direction of his actions - first in an individual conversation with a negative leader, and then, if necessary, in a team - while avoiding personal attacks;

6) take disciplinary or administrative measures to neutralize the activities of a negative leader, but it must be taken into account that public opinion usually takes the side of the persecuted;

7) eliminate the negative leader from the team.

The problem of leadership has been thoroughly and repeatedly studied. It has been established, for example, that leaders are usually characterized by so-called “resource” thinking. They perceive the world primarily as a means (a set of resources) to achieve some of its goals.

No stable set of qualities of charismatic leaders has been identified. Emotional stability is very important for a leader.

2. LEADERSHIP IN MANAGEMENT

Among the many factors in advancing to the position of manager, three main ones are important:

1. “Personal desire to occupy a higher position and the willingness to exert one’s strength for this - ambition and what is called “breakthrough” abilities.

2. Ability to work with people. A successful manager is not always the most technically or economically prepared specialist. His task is to set optimal goals and find the most suitable people to achieve them, providing appropriate motivation. The ability to organize people to complete assigned tasks is one of the most important qualities leader.

3. The ability to take responsibility and take risks combined with high emotional stability. Having made a decision, the manager should not be tormented by doubts about its correctness or incorrectness, otherwise he will soon become a patient of the clinic with a diagnosis of “nervous exhaustion.” Risk is always present in a manager’s work.”

In addition, in the individual, managerial concept of the head of a law enforcement agency, there should be a certain place for understanding the essence of the various managerial roles he performs.

INTERPERSONAL ROLES:
Nominal boss	A symbol of legal authority that performs certain ceremonial duties (for example, signing documents, receiving visitors, etc.).
Leader	Stimulates subordinates to achieve goals.
Svyaznik	Serves as a link in vertical as well as horizontal chains of information exchange.
INFORMATION ROLES:
Nerve center	Collects unsystematized information, accepts all types of information.
Distributor.	Transfers selected information to subordinates.
Representative	Transmits selected information to the outside world.
DECISIONAL ROLES:
Entrepreneur	Designs and initiates changes within the organization.
Liquidator of violations	Takes corrective measures in cases of deviations in the organization and in non-standard situations.
Fund distributor	Decides who should receive resources.
Mediator	Participates in negotiations with other parties to protect the interests of the organization.

·gaining experience in leadership work at a relatively young age (up to 3-35 years), when basic behavioral stereotypes are formed;

·the ability to generate and perceive new ideas that increase the efficiency of the team;

·flexibility of behavior, the ability to abandon erroneous strategies and make new decisions;

·good technical and commercial training corresponding to the specifics of the enterprise.

In the above list, the personal characteristics of a person are in the foreground, significantly ahead of those given by education or work experience. This indicates the predominant role of psychological factors in management activities. If knowledge were the main thing, then the best managers would be teachers of the relevant specialties.

Successful leaders are characterized by “business” traits: self-confidence; ability to make decisions in an uncertain situation; an instinctive sense of what is most important in every matter; the ability to make the right contacts; effective communication skills; feeling new; training; the ability to remain balanced and calm.

Failing managers are characterized by excessive softness in dealing with people, insufficient theoretical and practical training, inability to formulate their thoughts briefly and accurately, inattention to their appearance.

T. Peters and R. Waterman identified 8 common characteristics based on a survey of 62 large successful corporations in search of effective management. For example, 8 general characteristics:

· focus on energetic, quick action;

· constant contact with the consumer; autonomy of performers, encouragement of their entrepreneurship;

·considering people as the main source of growth in labor productivity and production efficiency;

·increased emphasis on one (or several) key areas of business;

Limiting activities to what you know and can do best; loyalty to one's duty;

· simplicity of management forms, small number of management personnel;

· a combination of freedom in management in one (autonomy and entrepreneurship of performers and structural divisions) and rigidity in others (few indigenous values;

·corporate rules and traditions, product reliability, etc.).

The main functions of a manager usually include:

1. “Setting goals. The goals set by the leader must be realistically achievable and at the same time prestigious, inspiring the team.

2. Distribution of tasks, organization of overall work and responsibility for its results. Personnel selection.

3. Control joint work all team members and individual activities subordinate workers.

4. Planning and coordination joint activities.

5. motivation of subordinates, encouragement and punishment.

6.maintenance external relations and communications within the department.

7. representative functions”

The main difficulties in the work of managers are caused by the performance of functions associated with psychological stress:

· management of subordinates,

·their motivation, choosing the best use of each person,

· hiring and dismissal of employees,

· resolving conflicts in the team.

A leader cannot always afford to be gentle and kind. In the interests of the team, he is obliged to show firmness, and sometimes even insensitivity. The most important thing in his work is to arouse enthusiasm among his subordinates, otherwise it is difficult to achieve high results from the team.

You could even say that the product of a leader’s activity is a special atmosphere in the team, forcing everyone to work more efficiently. A true leader knows how to make any work interesting and important, and will help employees realize their talents when performing it.

Leadership in management consists of three components: personal qualities; social and professional tools; leadership technology. A leader cannot be an altruist. The leader’s selfishness is also manifested in the fact that achieving socially significant goals for him is only a background for solving own tasks. More often he is aggressive, he is characterized by a special resource thinking, when the world around him is perceived primarily as a resource for achieving a goal.

Social and professional tools include, first of all, power, mentality (social and national characteristics of character and worldview), educational and special training. There are two directions for the use of power by a leader: for self-affirmation and for self-realization. The second option is constructive.

Leadership technology involves the use of any of its three styles:

1) “aggressive;

2) information technology;

3) creative.”

In the first style, relations of superiority of the leader over those around him are formed. This is an effective style, but very energy-intensive.

The second style of leadership involves creating a team of the leader and his closest assistants.

The third style of leadership requires a focus on setting goals and specific tasks for achieving them.

In the 80s, the study of the mechanism of a leader’s “attractiveness,” the so-called charisma, became a subject of particular interest in management theory. “This phenomenon is associated with the endowment of personality with properties that cause admiration for it and divine faith in its capabilities.”

A number of experts believe that some leaders, such as US President Reagan and the famous manager and president of the Chrysler company Lee Iacocca, achieved success to a large extent due to difficult-to-define personal qualities, personal charm, attraction, even magnetism. Research by American scientists has identified five main behavioral factors characteristic of charismatic leaders:

·focusing on the main issues in order to involve others in analysis, problem solving and action planning;

· the ability to take risks, but only based on careful calculations of the chances of success;

skillful two-way interaction with people through the mechanisms of mutual understanding, empathy, active listening and feedback;

·demonstrating consistency and reliability in one’s behavior, openly expressing one’s views and following them for practical purposes;

·expression of active care for people and strengthening their sense of self-esteem through the mechanism of involvement in the processes of making and implementing important decisions, the formation of high self-esteem and adequate self-esteem.

The talent for leading people is based on a whole complex of socio-psychological qualities and properties. The trust and love of group members for their leader plays a big role. Trust in a leader is recognition of his high merits, merits and powers, recognition of the necessity, correctness and effectiveness of his actions. This is internal agreement with the bearer of authority, readiness to act in accordance with his guidelines for labor productivity.

2.1. Management grid

According to Robert Blake and Jane Mouton, the results of production activities are achieved in the “force field” between production and human interests.

The chains of the first “power line” are the maximum amount of profit, growth in production volumes, and reduction in costs. The purpose of the second “line of force” is to achieve compliance of working conditions with the needs and desires of a person, his good health and job satisfaction.

Attention to production

Rice. 1 “The Management Grid” by R. Blake and D. Mouton

Having divided both coordinates “attention to production” and “attention to people” into 9 gradations, we obtain five characteristic types of managerial behavior:

“1.1. - minimal attention to production results and to people (employees see in their work only a source of existence);

1.9. - keen attention to human needs and lack of incentives for production (working as a holiday home or hobby club);

9.1. - complete focus on production without attention to people, constant administrative pressure from the manager (employee problems are their own business);

5.5. - compromise leadership style, allows you to get 50% of the possible production result(balance between quality of work and employee satisfaction);

9.9. - the highest results with maximum consideration of people's needs. This management style is based on the fact that success, recognition, optimal organization labor and growth prospects - based on possible motives. The company’s goals are shared by its employees.”

R. Blake and D. Mouton called the management style classification they proposed in 1964 the “management grid.” In accordance with the “grid”, the management of the company must simultaneously deal with production activities(set the goals of the enterprise, draw up plans for achieving them, organizes the work of the company’s personnel) and pay attention to subordinates (organize two-way communication, stimulate their participation in decision-making, show respect and contribute to solving their problems).

The choice of management style depends on the level of independence, experience and qualifications of the subordinate, on the degree of his understanding of the tasks set by the manager, and the desire to realize his abilities and capabilities as fully as possible.

For example, if any problems arise in a remote branch, depending on the level of training of the manager, the general director can:

“a) instruct him to go to the branch, take explanations from officials and present to CEO;

b) order to study the issue on site and draw up a project of measures to solve the problem for subsequent consideration; c) instruct to go and implement the program of measures approved by the director at the branch;

d) order to go to the branch and independently take all necessary measures to correct the situation.”

The same variations in the styles of relationships between the manager and subordinates appear in other areas of the enterprise.

3. MANAGEMENT STYLES

The traditional distinction between three management styles proposed by Kurt Lewin is:

2. democratic – subordinates participate in decision-making and prepare its options;

3. free (liberal, passive, anarchistic) – there is no purposeful management, the leader only represents.”

The disadvantage of the authoritarian is the opposition between leaders and executors, the internal resistance of subordinates to decisions issued from above. The disadvantages of the democratic style are: dispersion of responsibility; ambiguity of decisions and executors taken under control; avoiding necessary but unpopular decisions.

Free style can exist in small structures, with employees with a high degree of self-organization and responsibility.

In his famous study, Lewin found that authoritarian leaders got more work done than democratic ones. However, on the other side of the scale of this management were low motivation, less originality, less friendliness in groups, lack of groupthink, greater aggression towards both the leader and other group members, greater repressed anxiety and, at the same time, more dependent and submissive behavior. Compared to democratic leadership, liberal leadership reduces the amount of work, the quality of work decreases, there is more play, and surveys show a preference for a democratic leader.

Researchers have found that it is impossible to assert the uniformity of the connection between any management style and the efficiency of the enterprise. The work of Kurt Lewin, the author of this classification of management styles, showed that the democratic style is usually more preferable for ordinary team members, but more productive work corresponds to authoritarian leadership.

“The results somewhat discouraged Levin, who had recently (in 1939) emigrated from Nazi Germany and was confident in great efficiency democratic relations. Later studies showed that workers themselves often prefer an authoritarian style.”

What management style does the manager use? Once at the helm of leadership, a person in most cases tends to implement one style - authoritarian, democratic or laissez-faire. Among them, the situation plays the main role.

Authoritarian style control can be compared to the first speed of a car. To start and accelerate, this is the speed that is used. Next you need to change gears: second, third, fourth, and then upshift. The car cannot be driven in first gear all the time: the engine wears out and fuel consumption is excessive.

Recent political history has shown that in the USSR, Cuba, and other socialist-oriented countries, the initial successes in the economy were associated precisely with the command-administrative system of management. These successes are simply striking compared to the original level: the devastation in the country after the civil war, the presence in Cuba after Batista only of entertainment venues for rich foreigners. Against this backdrop, the incredible was achieved. Let us remember that it was the USSR that took the lead in space exploration and the creation of hydrogen weapons. However, authoritarian methods could not ensure further growth and development of the economy.

These regimes existed not only in socialist-oriented countries. The dictator Lee Kuan Yew is at the origins of the “Singapore miracle.” The gross income of this small island country is now close to that of Great Britain and Italy. President Yu, ending his reign, said: “We needed order and discipline in order for things to go forward. To be kind to people, you must be firm and sometimes insensitive. This is the lot of rulers.” Other examples of authoritarianism: the regime of General Franco in Spain, General Pinochet in Chile. But such a regime does not always lead to prosperity, as evidenced by the example of Greece during the time of the “black colonels” and a number of Latin American countries: Haiti, Nicaragua, the Dominican Republic...

The comparison of the leaders of two American automobile corporations is textbook. Henry Ford is a vivid embodiment of the authoritarian method of management. He believed that only the top leader has the right to make important decisions. The enterprise personnel, including administrative ones, must carry out the orders of the manager as accurately and correctly as possible. In 1921, Ford Motor Company controlled 56% of the automobile market. In 1927, Ford was forced to stop the assembly line to organize the production of a more competitive model “A” instead of the “T” model, and the former unchallenged leader was left with only 10% of the market.

Alfred Sloan headed General Motors when the company controlled only 12% of the market, and its bankruptcy was considered inevitable.

After his arrival at the helm, all managers were given the right to take the actions necessary to fulfill their responsibilities. A clear definition of rights and responsibilities was complemented by an effective control system and a system for providing top management with reliable and objective information about the company’s work. In 1927, Ford's shutdown of the assembly line to organize the release of a new car model made it easier for Jerol Motors to capture 43.5% of the market.

A democratic management style usually (but not always) leads to higher employee satisfaction and better morale. More often than not, a democratic management style increases the satisfaction of highly skilled workers and those at higher hierarchical levels. However, increasing the degree of satisfaction and improving the moral climate does not always lead to improvement.

Comparative characteristics three main leadership styles

(directive, autocratic)	DEMOCRATIC (collegial, cooperative)	LIBERAL (non-interfering, anarchic, permissive)
1. POWERS.
Concentrates everything in itself (excessive centralization authorities)	Shares with employees.	Prefers to act according to instructions from above.
2. RESPONSIBILITY.
It closes in on itself.	Shares with subordinates.	Tries to reduce his responsibility.
3. DECISION MAKING.
Accepts and cancels individually.	Involves subordinates in preparation and decision-making.	Bypasses the decision, constantly postpones or shifts it to others.
4. ATTITUDE TO THE INDEPENDENCE OF SUBORDINATES.
Imposes his opinion, suppresses opinions, views, ideas that contradict the leadership.	Provides and encourages independence to subordinates commensurate with their qualifications and functions performed.	Leaves subordinates to their own devices; He is not independent (easily influenced from outside).
5. MANAGEMENT METHODS.
More often he orders, compels, compels; often makes comments, uses his strong-willed pressure; exclusion of methods of persuasion, explanation, request.	More often seeks advice, convinces, stimulates, and serves as an example of politeness.	Persuades, asks more often, intimidates verbally; performs primarily the functions of representation.
6. OPERATION CONTROL.
Interferes in the actions of subordinates, pettishly patronizes, and finds fault unfairly.	More often celebrates successes, praises performers, and ensures fair assessment of the work of subordinates.	Controls from case to case, spontaneously, there is no control system.
7. NATURE OF DEMANDING.
Does not allow giving advice, is rude and unfair in comments.	Regularly consults, listens to the opinions of colleagues, and makes fair demands.	Subordinates give advice more often, but do not demand it regularly.
8. ATTITUDE TO CRITICISM.
Negative, does not accept criticism addressed to him.	He is not offended, reacts adequately, and always listens.	He listens to criticism, but does not correct shortcomings, behavior, or correct work.
9. ATTITUDE TO INNOVATIONS.
Conservative, recognizes only his own initiative.	Innovator, supports the initiative of others.	Avoids all kinds of undertakings, afraid of initiative.
10. CONTACT WITH SUBORDINATES.
Consciously limits contacts with subordinates and keeps them at a distance.	Communicates regularly and informs about problems.	Experiences difficulties in communication, communicates occasionally, without much desire.
11. TACT IN COMMUNICATION.
He treats people without regard for moral standards, is rude, and humiliates the individual.	Polite, friendly, does not humiliate the dignity of the individual, respectful attitude towards people.	In communication he is indifferent, does not see personality.
12. EVALUATING YOURSELF.
Considers himself indispensable, opposes himself to the team, refuses self-correction, reduced self-control.	Does not demonstrate superiority in any way, does not oppose himself to the team, adequate self-esteem.	Tolerates the position of a dependent, and follows the lead of his subordinates.
13. WORK PRODUCTIVITY IN THE ABSENCE OF A MANAGER.
Decreasing	No worse	Better

4. BUSINESS QUALITIES OF STAFF AND MANAGER STYLE

Probably, almost each of us has had to observe the following picture: two completely identical organizations, but in one “everyone walks in line,” and in the other you can’t even understand “who is who”: where is the leader and where is the subordinate. Maybe different compositions of the teams? No, they are very similar: by age, gender, skill level. So it's about the manager?

The problem of leadership and management is associated with various styles of carrying out this activity, which can be reduced to three main types of individuals, goals and objectives. Each leader is a unique personality with a number of abilities. Therefore, leadership styles cannot always be classified into any specific category.

“Leadership style in the context of management is the habitual manner in which a leader behaves towards subordinates in order to influence them and motivate them to achieve the goals of the organization.” The extent to which a manager delegates his authority, the types of power he exercises, and his primary concern for human relations or, above all, about the accomplishment of a task - all reflect a leadership style that characterizes a given leader with social and economic education and a high degree of self-confidence.

Neither the personality approach nor the behavioral approach has been able to identify a logical relationship between a leader's personality or behavior. Every organization is a unique combination

In 1960, Douglas McGregor, a famous scientist, put forward two theories that can guide leaders in their activities. According to Theory X:

"1. People initially do not like to work and avoid work whenever possible.

2. People have no ambition, and they try to get rid of responsibility, preferring to be led.

3. What people want most is security.

4. To force people to work, it is necessary to use coercion, control and the threat of punishment.”

According to Theory X, the average individual has an innate dislike of work and tries to avoid it. The average person prefers to be led; he avoids responsibility. People constantly apply for higher salaries, but this does not lead to improved results. The leader must constantly manipulate rewards and punishments and carefully monitor subordinates.

This implies the need for centralization of decisions, scrupulous adherence to instructions, and the undesirability of independence for subordinates.

Theory "U":

"1. Labor is a natural process. If conditions are favorable, people will not only accept responsibility, they will strive for it.

2. If people are committed to organizational goals, they will use self-management and self-control.

3. Inclusion is a function of the reward associated with goal achievement.

4. Creative problem-solving ability is common, and the average person's intellectual potential is only partially utilized.”

From the theory “U” it follows that work is a natural human need; people have an inherent desire for success and recognition. A person is capable of self-government and self-control, he strives for responsibility. Interest in the results mobilizes the internal energy, initiative and creativity of the performers.

This implies the need to control not the labor process, but its results: providing subordinates with independence within the limits of qualifications and personal qualities: studying and taking into account the opinions of subordinates.

William Ouchi proposed the “zet” theory in 1981.

1. “It is necessary to take care of every employee of the organization.

2. It is necessary to involve employees in the preparation and adoption process management decisions.

3. It is advisable to ensure periodic rotation of personnel.”

He tried to synthesize theories “X” and “Y” as a means to counter the “Japanese challenge.” In his opinion, a friendly attitude towards workers and consideration of their needs will increase labor productivity and product quality.

First fundamental decision, adopted by the manager, based on the situation, his own personal qualities and the characteristics of the subordinate, consists in choosing a line of behavior: “X” and “Y”. This strategic choice will also determine the management methods used by the manager.

General of the German General Staff von Manstein spoke about the choice of leadership style for subordinates: ‘There are only four types of officers. The first is lazy and stupid officers. Leave them, they do no harm. The second type is smart and hardworking, they make excellent staff officers whose attention to the smallest details will not escape. The third type is the hard-working dumbasses. These people are dangerous and should be shot on the spot. They reward everyone with completely unnecessary work. And finally, the last type is the smart slackers. These are people worthy of the highest positions.”

This follows the classification matrix compiled by Richard Koch, see table.

The leadership styles and behavior of a leader in various production situations when performing their functions depend both on objective conditions and on the uniqueness of life and professional experience.

Leaders, like all people, vary markedly in who they tend to attribute responsibility for their actions. If a person explains his behavior by the action of external factors, they speak of external or external localization of control, but if he takes responsibility upon himself, they distinguish internal or integral.

A leader who wants to work as efficiently as possible and get everything he can from his subordinates cannot afford to use any one leadership style throughout his entire career. Rather, a leader must learn to use all the styles, methods, and types of influence that are most appropriate for a particular situation.

It has now become clear that the most effective style in today's rapidly changing world is style adaptive, or what Argyris called reality-oriented style on the one hand and efficiency on the other. This does not mean that personal qualities and behavior are not important to management. On the contrary, they are essential components of success.

CONCLUSIONS

It has long been noted that, all things being equal, the final result of the activities of managers is not the same. There is something in management activity that cannot be quantitative analysis. This “something” does not belong to the sphere of science, but to the art of management.

Today it is impossible to manage without knowledge of the science of management. I. P. Pavlov owns the words: “As long as there are no ideas in the head, the eyes do not see the facts.”

Management science reflects the most general, stable phenomena in processes: three main approaches to understanding the essence of leadership are the approach from the standpoint of personal qualities, the behavioral approach and the situational approach. Four situational leadership models have influenced the development of leadership theory.

Various situational models help to understand the need for a flexible approach to leadership. To accurately assess a situation, a leader must have a good understanding of his subordinates' and his own abilities, the nature of the task, needs, authority, and the quality of information.

Even such a pleasant and human theory as McGregor’s theory “U” consists of a number of assumptions (hypotheses) and does not provide an objective assessment of the available facts. Therefore, a leader must always be prepared to reassess judgment and, if necessary, change his leadership style accordingly.

A manager who has chosen a particular leadership style and strictly adheres to it because that style has worked well in the past may not be able to lead effectively in another situation in a higher position where all his subordinates are achievement-oriented.

“Therefore, effective leaders are those who can behave differently - depending on the requirements of reality.” Yes, one cannot fail to recognize the importance of the leader’s personality, his personal qualities, his skill, skill, and abilities. Consequently, management will always need a capable, talented manager - a leader.

LIST OF REFERENCES USED

1. Kurganov V. Modern management. Theory and practice of management. M.: 2004. – 182 p.

2. Maksimtsov M. Management: Textbook for universities. M.: UNITY-DANA, Unity. 2002. – 359 p.

3. Meskon M.Kh., Albert M., Khedouri F. Fundamentals of management: Trans. from English – M.: Delo, 1995. – 704 p.

4. Obozov N.N., Shchekin G.V., Psychology of working with people: Advice to the manager. – K.: Politizdat of Ukraine, 1990. – 205 p.: ill.

5. Pereverzev M. Shaidenko N. Basovsky L. Management: Textbook. M.: 2003. – 288 p.

6. Prokofieva N. Management. Corporate law, theory and practice in Russia. M.: NDFBK. 2003. – 528 p.

There is a difference between formal leadership - where influence comes from an official position in the organization - and natural leadership - where influence comes from others' recognition of the leader's personal superiority. In most situations, of course, these two types of influence are intertwined to a greater or lesser extent. What matters here is not that the leader has the qualities of superiority, but that his followers believe that he has these qualities.

Leadership is a psychological characteristic of the behavior of individual group members, and leadership is a social characteristic of relationships in a group, and primarily from the point of view of the distribution of management and subordination roles. Unlike leadership, leadership acts as a legal process regulated by society.

However, despite these differences, both the leader and the manager deal with the same type of problems associated with stimulating the organization's personnel, directing them to solve certain problems, and caring about the means by which these problems can be solved.

Leadership and management are two different concepts. Management focuses on getting people to do things right, while leadership focuses on getting people to do the right things.

Table 1. Matrix basic strategies

Management	Leadership
1. The regulation of official relations of the group as some social organization	1. The regulation of interpersonal relationships in the group is carried out
2. Connected with the entire system of social relations and is an element of the macroenvironment	2. Is an element of the macroenvironment (just like the small group itself)
3. Purposeful process carried out under the control of various elements social structure	3. Arises spontaneously
4. The phenomenon is more stable	4. The phenomenon is less stable and depends more on the mood of the group
5. A more defined system of various sanctions	5. Less defined system of various sanctions
6. The decision-making process is much more complex and is mediated by many different circumstances and considerations that are not necessarily related to a given group	6. Decisions are made directly on group activities
7. The leader’s scope of action is broader because he represents a small group in a broader social system	7. The leader's sphere of activity is mainly a small group

A leader is a person who directs the work of others and is personally responsible for its results. A good manager brings order and consistency to the work being done. He builds his interaction with subordinates more on facts and within the framework of established goals.

A leader inspires people and inspires enthusiasm in employees, conveying to them his vision of the future and helping them adapt to the new and go through the stage of change.

Managers tend to take a passive position in relation to goals. Most often, out of necessity, they focus on goals set by someone else and practically do not use them to carry out changes. Leaders, on the other hand, set their own goals and use them to change people's attitudes.

The officially appointed head of the unit has advantages in gaining leadership positions in the group, so he is more likely than anyone else to become a leader. However, it must be remembered that being a leader does not automatically mean being considered a leader, since leadership is largely based on an informal basis.

In addition, the behavior of a formal leader depends on whether he strives to move higher up the career ladder or is satisfied with his current position and does not particularly strive for promotion. In the first case, the manager, identifying himself with larger groups of the organization rather than with a group of subordinates, may believe that emotional attachment to the work group can become a brake on his path. A leader's commitment to his group may conflict with his personal ambitions and be in conflict with his commitment to the organization's leadership team. In the second, he completely identifies himself with his subordinates and strives to do everything in his power to protect their interests.

Managers prefer order in their interactions with subordinates. They structure their relationships with them according to the roles that subordinates play in a programmed chain of events or in the formal process of making and implementing decisions. This is largely because managers see themselves as a specific part of the organization or as members of a special social institution. Leaders select and retain people who understand and share their views and ideas, reflected in the leadership vision. Leaders consider the needs of employees, their perceived values, and the emotions that drive them. Leaders tend to use emotions and intuition and are always ready to evoke strong feelings such as love and hate in their followers. Leaders do not associate self-respect with belonging to a particular organization.

Managers ensure that their subordinates achieve their goals by monitoring their behavior and responding to every deviation from the plan. Leaders build their relationships with subordinates on trust, motivating and inspiring them. They lay trust at the core of group, collaborative work.

Using their professionalism, various abilities and skills, managers concentrate their efforts in the area of ​​decision making. They try to narrow down the set of ways to solve the problem. Decisions are often made based on past experiences. Leaders, on the contrary, make constant attempts to develop new and controversial solutions to a problem. Most importantly, once they have solved a problem, leaders take on the risk and burden of identifying new problems, especially when there are significant opportunities for corresponding rewards.

It is customary to distinguish between the concepts of leader and manager as informal and formal leaders, respectively. The process of influencing through abilities and skills or other resources needed by people is called informal leadership. In this case, influence comes from others' recognition of the leader's personal superiority. Formal leadership- this is the process of influencing people from the position of their position, official position in the organization.

A formal leader is supported by delegated formal authority and usually operates in a specific functional area assigned to him. An informal leader is promoted due to his ability to influence others and due to his business and personal qualities.

In practice, as a rule, there is no ideal observance of these two types of relationships in management. Research shows that a significant group of executives have many leadership qualities. However, the opposite option is less common in real life.

Leadership and management styles

The basis for classifications of leadership styles or behavioral styles was provided by theories based on the behavioral approach. With the behavioral approach to leadership, effectiveness is determined not so much by the personal qualities of the leader, but by his manner of behavior towards subordinates. German psychologist Kurt Lewin (1890-1947) conducted a series of experiments, on the basis of which he identified three that have become classic management style:

democratic (or collegial);

conniving (or liberal-anarchist, or neutral).

Authoritarian management style. It is characterized by strict individual decision-making by the manager (“minimum democracy”), strict constant control over the implementation of decisions with the threat of punishment (“maximum control”), and a lack of interest in the employee as an individual. Employees must only do what they are told to do. At the same time, they receive a minimum of information. The interests of employees are not taken into account.

Due to constant control, this management style provides quite acceptable work results according to non-psychological criteria: profit, productivity, product quality can be good.

However, there are more disadvantages than advantages:

high probability of erroneous decisions;

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

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

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

The authoritarian style underlies the vast majority of conflicts due to the manager’s desire for autocracy. This management style is appropriate and justified only in critical situations (accidents, military operations, etc.).

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

The democratic style is the most effective, as it provides a high probability of correct informed decisions, high production results, initiative, employee activity, people's satisfaction with their work and team membership, a favorable psychological climate and team cohesion. This management style involves interaction based on trust and mutual understanding. The leader behaves in this case as one of the group members; Each employee can express their opinions on various issues without fear of any retaliation or retaliation. Depending on the completion of the task, leadership of the group can be transferred from one member to another. At the same time, initiative on the part of subordinates is stimulated in every possible way, and a favorable psychological climate is created in the team.

However, the implementation of a democratic style is possible with high intellectual, organizational, psychological and communication abilities of the leader.

Permissive management style is characterized, on the one hand, by a “maximum of democracy” (everyone can express their positions, but they do not strive to achieve real accounting or agreement on positions), and on the other hand, by a “minimum of control” (even the decisions made are not implemented, there is no control over their implementation, everything left to chance).

This management style is characterized by lack of initiative and non-interference in the process of certain works. As a result:

performance results are usually low;

people are not satisfied with their work, their leader, the psychological climate in the team is unfavorable;

there is no cooperation;

there is no incentive to work conscientiously;

sections of work consist of individual interests of leaders;

subgroups; hidden and obvious conflicts are possible;

there is a stratification into conflicting subgroups.

There may be a discrepancy between the form and content of the manager’s actions, for example, outwardly a form of democratic style is used (demonstration of external disposition, politeness to subordinates, discussion of the problem is held), but in reality the decision by the manager has long been made individually (disguising an authoritarian leader as a “democratic”).