Communication between a manager and his subordinates: ethics of business relations. Ethics of relations between the manager and subordinates Culture of relations manager as a manager colleague subordinate

Any structure, be it educational, government or political environment, has its own ethical standards. The success and prosperity of a company is determined by many factors, including adherence to corporate ethics. A company is a system with one goal. A large number of employees work inside it, performing different tasks and having different competencies. It is not surprising that there are subordinates and bosses among them, and the efficiency of the work process will depend on how the communication between these parties is structured.

Peculiarities

Business etiquette is historical in nature, evolving over the centuries, it can differ in different countries, since it is based on local traditions, customs and rituals. For example, in Japan, business partners do not shake hands in greeting and respect, but bow slightly with their palms folded in front of their chest.

Etiquette is an external form of behavior, the reflection of which is the internal morality of a person, his education and culture. Finally, it is a beautiful display of manners. Corporate ethics is a concept that combines the values, beliefs and norms of behavior of employees of one particular company.

Each company has its own corporate code - this is a set of rules that determine behavior in different ethical situations, in relations between employees and management. It is divided into two parts: ideological - the general goal or mission of the company, its values, and normative - a list of rules and behavioral standards.

Functions of the corporate code:

reputational - increasing the company's prestige due to the presence of a code, which increases customer confidence;
managerial - defining the standard of collective behavior.

Thus, the code is designed to improve the corporate culture of the company, sets common ideological goals and values for employees, which, in turn, increases the efficiency of their work and the work of the company as a whole.

The features of ethical corporatism are reduced to the standards adopted within the structure; they include the rules of communication, behavior, decency, politeness, and manners.

Corporate culture

In a company convinced that the customer is always right, employees act according to this principle. They will invariably be respectful towards the client, even the most negative one. And they will find a way out of a difficult situation, maintaining a kind attitude and calmness.

Science knows many ways to form a corporate culture, we will consider the main ones:

Articulating the intellectual concept of the organization - its values, goals and approaches to work in such a way that employees and customers can understand it.
Demonstration by managers of commitment to the organizational culture, values and goals, thereby setting an example that employees must also accept and support the corporate culture.
Creation of conditions for improving corporate culture - encouraging team, creative and creative work, mutual assistance and refusal to compete within the team, friendly and positive attitude.
Taking into account the conditions and principles of the prevailing culture when recruiting new employees - paying attention to their personal qualities. Conflicting or, conversely, too infantile employees can be a weak link in the structure.
Encouraging compliance with the norms and rules of behavior, the introduction of innovative ideas and constructive solutions.

Types of behavior

The behavior of employees in an organization is determined not only by the list and set of internal corporate rules of the organization, but also by the totality of a person's own psychophysical characteristics, the distribution of labor roles, the requirement for an employee's professional activity, its assessment and control, methods and features of management decisions, the peculiarity and speed of adaptation of new employees, the method of hiring them, as well as the procedure for dismissal.

Types of labor behavior:

Personally conditioned- a person's labor behavior is determined by his personal qualities (character, temperament, emotional intelligence), as well as beliefs, ideas and values, his needs and motivation. This type is divided into several subtypes of employee behavior according to the degree of motivation: proactive, formally loyal and deviant, the latter deviating from work, not obeying the rules and superiors.
Role or functionally determined- behavior determines the degree of the employee's position. From an ordinary employee to a senior executive, and here their difference is natural, as well as the difference in the standard of their behavior.
Loyal, moderately loyal and disloyal types of employee behavior, differing in the degree of adherence to goals, values, etiquette rules and standards of conduct of the organization.
Formal labor(in accordance with the rules and regulations), informal labor (determined by the real working conditions), informal labor (relationships not related to work activity) types of behavior that differ in the degree of participation in activities, different in nature and goals that exist in a particular organization.

Business Etiquette

We have already determined that any business company has its own corporate code - a set of rules and a standard of business conduct. Consider the general rules that should be followed in any corporate environment:

Compliance with the standard of business communication with both employees and customers of the company.
Loyalty to the company and the team, caring for the reputation of the corporation.
Teamwork to achieve the overall goal of the corporation.
Compliance with quality control of the services provided or the company's products.
Responsible and friendly approach in working with clients.
Compliance with the chain of command.
Adherence to the established communication system in the team, the use of speech, written, non-verbal communication.
Compliance with the work schedule.
Constructive solutions in a conflict situation.
Continuous development of employees, participation in trainings, training courses, training and transfer of knowledge to young and new employees.
Compliance with job responsibilities, encouragement and reward of employees, fair career growth.
Compliance with a business dress code (a classic suit for men, a formal trouser suit for women or a simple cut dress-sheath, a blouse with a skirt below the knees).

But it is necessary to comply with ethical rules not only within the framework of the work process, but also at joint celebrations, that is, at corporate parties.

Employees should monitor how they express themselves and avoid excessive drinking. Try not to attract the attention of superiors, do not fawn and do not try to be overly courteous.

Inviting your wives or husbands to a party is discouraged, this is allowed if authorized by management.

It is wise to choose a wardrobe for such evenings, although some freedom in choosing an evening dress is allowed, but it still should not be vulgar or overly open.

Relationship rules

The relationship between the boss and the subordinate affects the quality of the subordinate's work and the work process as a whole. Correctly set tasks by the leader are half the success in their implementation by an ordinary employee.

Just like an employee of the lower and middle management, a leader must rely in his work on business ethics, and follow certain rules of relationships.

The success of a manager-subordinate relationship lies in the following foundations:

The leader must be a proactive leader who will inspire and motivate his subordinates.
He must know all the necessary information about his employees, when communicating with them, rely on their personal and professional qualities. To be able to find an individual approach to each subordinate.
Be able to delegate your work, correctly distribute tasks between subordinates.
Carry out moderate control of the work of a subordinate in such a way that it does not reach "custody".
Be able to provide an employee with the freedom to complete tasks.
Be able to thank a subordinate for the work done.
Do not be afraid of the subordinate's higher competence in certain issues or tasks and accept it.
Do not give empty hopes and promises that are not going to or cannot be fulfilled.
Motivate subordinates not through punishment, but through material and moral incentives.
In controversial issues, be able to communicate with subordinates without raising your voice, maintain self-control and calmness. Monitor your speech: do not resort to irony in assessment, do not offend feelings, do not become personal.

With regard to subordinates, be friendly, but do not allow familiarity.
Criticism and remarks should be fair and only in relation to actions, not personality, should be put forward calmly, preferably not in the presence of third parties.
The leader must be able to perceive criticism from subordinates and analyze his own behavior.
Be susceptible to flattery, sycophancy, and admiration.
Do not create a circle of "favorites" and especially close ones.
Be an example for your employees - not be late for work, dress in a corporate dress code, and require your employees to do so.

In general, the leader should show justice in judgments and criticism, be attentive and sensitive to his subordinates, to their problems and experiences. He must be responsible for his team and the environment in it, as well as in the work process. In difficult situations, control your emotions, observe restraint, show firmness and calmness.

Law enforcement is associated with complex, rapidly changing situations, significant risk, which causes an increased likelihood of various conflicts - interpersonal and intergroup. For successful work, it is important to anticipate the possibility of conflict situations and know how to get out of them. If it was not possible to avoid the conflict, then you need to be able to painlessly and with minimal losses to resolve the problems that arise. Compliance with ethical rules should be combined with a subtle psychological analysis of the situation, taking into account the possible behavior of colleagues in a conflict situation Saranchin Yu.K. Professional ethics of employees of internal affairs bodies: A course of lectures. - Yekaterinburg: Publishing house of the Ural Law Institute of the Ministry of Internal Affairs of Russia, 2001, p. 126 ..

A distinctive feature of the official etiquette of a law enforcement officer is its normative nature: communication here is regulated by statutes, orders, manuals, instructions, the implementation of which is strictly mandatory. Depending on the position and special rank, certain relationships are formed between employees based on general principles of morality, law and statutory requirements, which combine respect for the person's personality with respect for his title and position, the moral responsibility of the boss and subordinate for the observance of ethical standards Arakelov Yu.S., Dzhegutanov B.K., Oleinikov V.S. Professional ethics of a lawyer: answers to exam tickets. - SPb .: Peter, 2006, P. 101 ..

The ethics of the head of a law enforcement agency is the specifics of the manifestation of the general moral requirements of society towards him, on the one hand (first of all, as a leader), and on the other, as a specialist in the criminal investigation department, BEP, traffic police, investigator, criminologist, judge and others. Being a concretization of general moral categories, principles, norms, professional ethics determines the place of morality in the activities of workers of a given profession, the significance of certain moral requirements in their official work, their awareness of the prestige of this profession (the profession of a leader of one level or another in a particular area of law enforcement). practice), their understanding of professional duty, honor, responsibility. The main ones that determine the specifics of the manager's managerial work are those moral norms that express his attitude towards people subordinate to him Ethics of law enforcement officers: Textbook ed. G.V. Dubova. - M .: Publishing house "Shield-M", 2004, S. 283 ..

The leader is required to be tolerant and attentive to the needs of subordinates. The more warmth and care is shown at the same time, the easier it will be to find a way to their mutual understanding. There is often an opinion that there should be a distance between the leader and the subordinate, that good relations and exactingness are incompatible. But practice shows that the democratic relationship between bosses and subordinates not only does not interfere with the work, but on the contrary - allows you to create a workable team, united by a common task. This is not about familiarity, but rather a business relationship based on respect for each other. Every act of a boss in relation to a subordinate is perceived not simply as the relationship of one person to another, but as an action of a person endowed with power over another. Therefore, for example, the manager's personal dislike for any of the team members should not be expressed in actions that show this dislike, for they can be interpreted as an appropriate assessment by the manager of the person's personal, professional or other qualities. Conversely, the personal friendship of a superior with a subordinate should not be transferred to the sphere of service relations. A leader will never acquire high authority and respect if he builds service relationships based on personal sympathies. That is why the boss must be extremely objective in relation to subordinates and sustained in his actions. He needs to constantly remember about the norms of behavior, cultivate the habit and the need to comply with them in any situations Saranchin Yu.K. Professional ethics of employees of internal affairs bodies: A course of lectures. - Yekaterinburg: Publishing house of the Ural Law Institute of the Ministry of Internal Affairs of Russia, 2001, p. 128 ..

The work of any leader, especially the head of a law enforcement agency, causes large expenditures of nervous energy, which can affect his actions. But, despite this, the leader of any rank must always and everywhere be polite, correct and tactful. And he may have a bad mood or state of health, troubles or troubles, but his official position obliges him to behave with people evenly, warningly, affably, not to lose his composure under any circumstances Ethics of law enforcement officers: Textbook ed. G.V. Dubova. - M .: Publishing house "Shield-M", 2004, S. 285 ..

The leader is obliged to constantly remember about the norms of behavior, to cultivate the habit and the need to comply with them in any situations Saranchin Yu.K. Professional ethics of employees of internal affairs bodies: A course of lectures. - Yekaterinburg: Publishing house of the Ural Law Institute of the Ministry of Internal Affairs of Russia, 2001, p. 128 ..

A good leader is alien to arrogance, arrogance, irritability, capriciousness, the desire to impose his manners and habits on his subordinates by the power of his power. He in every possible way avoids situations in which it is possible to humiliate a subordinate, insult his personal dignity and honor. A positive quality of a leader is restraint, which manifests itself in everything - in making decisions, in words, in actions, since the first impulse is not always correct. Under its influence, succumbing to the influx of feelings, a person often misunderstands facts. Sometimes in the heat of the moment he can say or do something that he could never do in a calm state. In such a situation, the best way out is to admit your mistake. The authority will not suffer from this. It is worse when, guided by a falsely understood pride, the person who made a mistake not only does not apologize, but even aggravates the situation with stubbornness, continuing to defend the wrong position once taken Ethics of law enforcement officers: Textbook ed. G.V. Dubova. - M .: Publishing house "Shield-M", 2004, S. 285 ..

The consequence of the incontinence, irritability of the leader, as a rule, is swearing and rudeness, which are intolerable in any case and in any form. Shouting, insults have never contributed to normal relations in the team. Psychologists have long proven that orders made confidently, in a calm, respectful tone are much more effective than those given in a state of irritation and accompanied by statements and reproaches, when a subordinate thinks not so much about the essence of the matter as about the fact that his dignity has been infringed, and resentment prevails over business considerations.

Respect for the dignity of others is fundamental. The moral and psychological basis of this principle is the axiom of social psychology, according to which no person feels comfortable enough without positive self-esteem. Consequently, the leader is obliged to see in each subordinate not a position, but a personality, show goodwill, respect his personal life, but at the same time avoid advice in this area. It is advisable to always remember that "the strong never humiliates" and, therefore, it is unacceptable to raise your voice at your employee, to hang labels such as "lazy", "bum", "dumb" and others.

If a subordinate made a mistake or committed a misdemeanor, he, as a rule, understands his guilt and adequately perceives the punishment, but if the boss hurts his pride at the same time, he will not forgive it. Therefore, when analyzing a situation, it is necessary to separate a person and an act: to criticize specific actions, and not the personality of the offender. It is important to remember that only those leaders are respected who praise in front of everyone, but pronounce it face to face; never complain about their employees and, if necessary, take the blame on themselves; promptly and openly admit their mistakes.

Despite personal sympathies and antipathies, the leader is obliged to present the same requirements to all subordinates, to treat everyone equally, not to single out anyone; when outsiders contact their employees by name and patronymic, regardless of their age. It is unacceptable to read notations and teach staff if the leader himself does not comply with this requirement: only the personal example of the leader has educational value Psychology and ethics of business communication: Textbook for universities / Ed. prof. V.N. Lavrinenko. - 4th ed., Rev. And add. - M .: UNITY-DANA, 2005, S. 248 ..

Naturally, the leader cannot do without critical remarks about his subordinates. And here it is especially important that this criticism is perceived by a person as deserved. Criticism will only become an effective force capable of eliminating negative consequences when it meets the basic requirements for it.

First, it must be business and substantive. Unfortunately, there is also a so-called pseudo-criticism. It can be tendentious, as a means of settling personal scores, maintaining or increasing one's position and prestige; formal, when, for example, a "critical" part is included in the report, which does not commit to anything; ostentatious, creating the appearance of intransigence to shortcomings; defamatory, when accusations fall on a principled and honest employee, fanning his insignificant mistakes and miscalculations.

Secondly, criticism should be benevolent, take into account the positive qualities and merits of the criticized. Its task is not to humiliate a person, but to help him improve, to show the ways out of this situation. Criticism is always perceived as unfair if it only carries a negative charge. Conversely, a fair assessment of the positive and negative aspects of the employee's performance has a beneficial effect.

Third, criticism must have its own clearly defined object. Criticism causes nothing but harm when, instead of evaluating specific actions of a person, his personality and character are criticized. This can cause anger, indignation of the criticized, a desire to justify himself at any cost, since a person considers himself, and quite reasonably, undeservedly offended. And the specific indication of certain actions or behavior of the employee neutralizes these negative emotional reactions of the criticized. Therefore, it is always preferable.

Fourthly, criticism requires a specific approach, taking into account the characteristics of a person's temperament and character. One will react to criticism painfully, but will quickly calm down and return to normal, to the other it may, as they say, “not reach”, the third may be pushed onto the path of wrangling, and the fourth has so internally experienced his offense that even a reproach towards him will be superfluous Ethics of law enforcement officials: Textbook ed. G.V. Dubova. - M .: Publishing house "Shield-M", 2004, S. 286 ..

Any boss faces complaints from their employees about working conditions, relationships within the team or with other departments. Even if the manager is not able to solve the problem himself, he is obliged to listen carefully to the subordinate. It is unacceptable to ignore the appeals of subordinates, since the complainants are not traitors. It may very well be that the complainant is doing a great service to the manager by reporting a situation from which others are suffering, but they are silent. In this sense, complaints deserve your gratitude, not punishment.

If the complaint concerns another employee, it is imperative to listen to both parties, as often both parties are wrong. If they complain about you - do not prevent it, but warn the management about the complaint. In the event that the leader is unable to solve the problem, he should be entrusted with this to his superiors or a third, rather authoritative person Psychology and ethics of business communication: Textbook for universities / Ed. prof. V.N. Lavrinenko. - 4th ed., Rev. And add. - M .: UNITI-DANA, 2005, S. 249 ..

Features of managerial and executive work, different legal status of the boss and the subordinate require a differentiated approach to the moral assessment of the personality of the leader and subordinate. Studies carried out in the internal affairs bodies show that the most significant, preferred moral qualities of leaders are the following: exactingness to themselves and subordinates, fairness, trust in subordinates, respect for the personal dignity of a subordinate, a sense of responsibility for the state of affairs in a subordinate team, the ability to control oneself, tact , caring for subordinates, attention to their needs, problems, self-confidence, perseverance, firmness, determination, sensitivity, responsiveness, faithfulness to the word, commitment, sociability, ease of communication, availability, modesty, self-criticism, cheerfulness, optimism, a sense of hilarity.

In addition, such qualities of a leader of a generalized, collective nature as humanity, decency, humanity and a number of others were named (The research was carried out in 1983-1993. , as well as among the students of the Academy of the Ministry of Internal Affairs of the USSR and the MVShM of the Ministry of Internal Affairs of the Russian Federation) Ethics of law enforcement officers: Textbook ed. G.V. Dubova. - M .: Publishing house "Shield-M", 2004, S. 288 ..

People are impressed by leaders with a predominance of the above traits, in the presence of which subordinates often forgive their leader for some of his weaknesses related to qualities of a different nature (knowledge, intelligence, professional and business qualities, physical, etc.). Without opposing moral qualities to others, it should be noted that if subordinates want, first of all, to see moral qualities in their boss, then managers put business and professional qualities in their subordinates in the first place. This is explained, on the one hand, by the fact that besides moral means of influencing subordinates, managers have other (legal, material) ones, while a subordinate can influence his boss only through moral relations, which implies that the latter has the corresponding moral qualities. However, in order for the moral virtues of the leader to be able to manifest themselves, it is necessary that the subordinates also possess the necessary qualities. So, for example, a manager's trust in subordinates can only be if they have such traits as conscientiousness, responsibility, initiative. Under these conditions, trust stimulates the development of these qualities in subordinates, inspires them. And on the contrary, petty care, pickiness fetters people's initiative, engenders passive waiting, actions with an eye on the boss, and develops such qualities in a subordinate as servility, conformism, lack of principle, etc. On the other hand, the chief emphasizes the business qualities of subordinates also because no matter what moral qualities the employees have, if they are not professionally trained, then they are not able to effectively perform official tasks, for which, first of all, any manager is responsible.

The rules of behavior of a leader and the degree of manifestation of his moral qualities are in direct dependence on the behavior and moral traits of his subordinates, their value orientation, customs, traditions of the team, and public opinion.

The moral side of the behavior and activities of a subordinate is characterized by the concept of "ethics of a subordinate". Research shows that the most attractive qualities of a subordinate are the following: discipline, diligence, responsibility, honesty, conscientiousness, sociability, collectivism, a sense of camaraderie, independence, initiative, sincerity, trust, respect for bosses and elders, hard work, diligence, diligence, self-confidence. dignity Ethics of law enforcement officials: Textbook ed. G.V. Dubova. - M .: Publishing house "Shield-M", 2004, S. 289 ..

Of course, many of the personality traits of a subordinate must be inherent in the leader. It is not for nothing that good leaders go through the "school of subordination" - first of all, in educational institutions and in lower command positions. However, the significance and nature of the manifestation of these qualities in the leader and the supervised are far from the same. For example, there are no situations when an employee would have the moral right to hide any official information from the boss. However, morality does not condemn a leader for keeping secret from subordinates certain operational information, plans and plans of senior management. If the self-esteem of the subordinate is not compatible mainly with such immoral qualities as hypocrisy, servility, envy, slander, then the self-esteem of the leader is primarily against such qualities as rudeness, injustice, familiarity, vengefulness, cowardice, connivance Ethics of employees law enforcement agencies: Textbook ed. G.V. Dubova. - M .: Publishing house "Shield-M", 2004, S. 290 ..

Measures to improve performance ethical behavior of managers and other employees:

1. Develop ethical standards(which is good, which is bad). For example, ethical standards may include: exclusion of extortion, gifts; illegal distribution of illegally obtained profits; disclosure of company secrets; illegal payments to political parties; use of information obtained in a confidential conversation with members of their "group";

2. Create committees on the ethics of parenting in the company: widespread abroad; some organizations create them to evaluate daily activities from an ethical point of view. Often all committee members are senior executives. Some organizations employ ethics specialists (they are called ethics advocates abroad). Their role is the conscience of the organization;

3. Ethical behavior training and managers and ordinary employees.

1. Development of ethical standards applied throughout the world;

2. Consideration of ethical issues in the development of enterprise strategy;

3. Leaving a dubious market when major intractable ethical issues arise.

American researcher Laurent Nash noted that any leader is often faced with the solution of such ethical problems that pose difficult ethical requirements for him, while he cannot change anything and cannot make a decision in which people can suffer. He finds himself in such a position that his interests are in conflict with the personal needs of the employee: the problem of greed, incorrect information, concealment of facts, production of low-quality products, unreasonable overpricing, outright deception in negotiations, the presence of favorites, a career over the heads of colleagues and the production of unsafe products ... The most wicked decisions in business are made by people with the best intentions.

Modern business ethics, according to many scientists, should be based on the following:

1. Creation of wealth in all the variety of forms (initially an important process);

2. Profit and other income are considered as a result of achieving socially significant goals;

3. Priorities in resolving problems that arise in business, should be given to the interests of interpersonal relations, and not to the production of products.

Research shows that leaders have become more cynical about ethical behavior and to the reasons this can be attributed to the following: A) a general decline in the importance of ethics; B) competition; C) failure to ensure proper remuneration of the manager for ethical behavior and vice versa; D) the desire to indicate the level of profitability on a quarterly basis; E) pressure from the organization on workers to achieve any compromises.

A significant factor influencing subordinates is the behavior of the leader.

Ethics in the "manager-subordinate" relationship: treat your subordinate the way you would like him to treat you. Ethics rules in the "manager-subordinate" relationship:

1. Striving to create a close-knit team with high moral standards of communication. Employees must share, on the one hand, the goals of the organization, on the other, remain individualists;

2. In the event of problems caused by dishonesty, the manager must find out the reasons and not reproach the subordinate endlessly. The task of the leader is to help the subordinate to overcome the problems, relying on the strengths of his personality;

3. If the subordinate did not fulfill your assignment, then you need to make it clear to him that you know about this, otherwise he will think that he has done you, and thus the manager will not fulfill his duties;

4. A comment made to an employee must be ethical. First, ask the employee to explain the reason for the failure to complete the assignment. The remark should be done one-on-one;

5. Criticize not a person, but his actions and deeds;

6. When criticizing, you must first say something pleasant, and then criticize. You should also end an unpleasant conversation in a friendly way;

7. Never advise subordinates how to act in personal matters;

8. Do not get favorites, favorites, treat all subordinates equally;

9. Never let us notice that you are not in control of the situation;

10. The principle of equity: the more merit, the greater the reward (the principle of "contribution - salary");

11. Encourage the team, even if success is achieved mainly by your own strength;

12. Strengthen the subordinate's self-esteem, do not forget to praise employees for a job well done. It is impossible to humiliate a person - he will remember this for the rest of his life;

13. Privileges should be the same for themselves and for all employees;

14. Admit your own mistakes in your work, because sooner or later subordinates will find out about them anyway. This is a testament to your strength.

15. Protect your subordinates and be loyal to them, and they will respond in kind;

16. Choose the correct wording, taking into account the situation and personality of the subordinate.

The manager can use the following order forms: order, request, question, "volunteer".

Order can be used in emergency situations and against unscrupulous employees.

Request used if the situation is ordinary, the relationship between the manager and the employee is benevolent, in this case the employee can express his opinion.

Question it is advisable to use when the manager wants to provoke initiative, reasoning, the employee wants to take the work into his own hands.

"Volunteer" - in the case when the work must be done, but no one wants to do it.

Ethical responsibilities of the leader:

1. The leader must be a model of morality;

2. Leaders must be accountable for the prospects of their organization;

3. Leaders must constantly inform their subordinates about their intentions;

4. Leaders are responsible for building a well-coordinated team;

5. Leaders are responsible for creating an environment that encourages the creativity of subordinates.

Good employees should:

1. In relation to the authorities, create an atmosphere of mutual desire to solve the problem;

2. Follow the orders of the authorities, but without servility;

3. Introduce your experience, knowledge and skills into the work of the team, and at the same time do not seek to take the place of another member of it;

4. Be confident enough to argue with superiors, and remain correct at the same time;

5. Be loyal to your boss and organization;

6. Leave when they can no longer support the leader or do not share his point of view.

Questions to ask a manager to evaluate his leadership:

1. Do subordinates develop their abilities?

2. Is their ability to take responsibility and make decisions growing?

3. Are they learning to collaborate with their colleagues?

4. Do they participate in decision making?

5. Do they feel encouraged and supported by the leader?

6. Does the manager help you to work better and with greater productivity?

A special role in the service team is played by subordinate relationshiption and the accompanying moral relations between the chiefscom and subordinates, which are defined by concepts such as "ethics of the leader" and "ethics of the subordinate." In the strictly scientific sense of the word, ethics means philosophical science. Here, ethics is understood as the practice of moral communication between a leader and a subordinate, certain moral rules governing their communication and activities, as well as the moral qualities that they have or should have.

Despite the fact that the concept of "profession - leader" is still hardly included in our vocabulary, it must be admitted that the leader is still a profession (besides, one of the most difficult), and therefore the ethics of the leader should be considered as an essential element of professional ethics and the profession "leader" in general. Of course, the head of a department (department, department), the commander of a subunit have a specialty, special education related to professional affiliation, and at the same time, they are leaders, their status is determined primarily by their official, official position of managers.

Since professional ethics reflects a different level of development of moral consciousness and moral requirements for certain professional groups, insofar as the ethics of the head of a law enforcement agency is the specifics of the manifestation of the general moral requirements of society to him, first of all, as a leader, and also as a specialist in the criminal investigation department, BEP, Traffic police, investigator, criminologist, judge, etc. Being a concretization of general moral categories, principles, norms, professional ethics determines the place of morality in the activities of workers of a given profession, the significance of certain moral requirements in their official work, their awareness of the prestige of this profession (the profession of a leader of a particular level in a particular area of law enforcement). practice), their understanding of professional duty, honor, responsibility. The main ones that determine the specifics of the manager's managerial work are those moral norms that express his attitude towards people subordinate to him.

The leader is required to be tolerant and attentive to the needs of subordinates. The more warmth and concern is shown, the easier it will be to find a way to their mutual understanding. There is often an opinion that there should be a distance between the leader and the subordinate, that good relations and exactingness are incompatible. But practice shows that the democratic relationship between bosses and subordinates not only does not interfere with the work, but on the contrary - allows you to create a workable team, united by a common task. This is not about familiarity, but rather a business relationship based on respect for each other. Any act of a boss in relation to a subordinate is perceived not simply as the relationship of one person to another, but as an action of a person endowed with power over another.

For example, the manager's personal dislike for any of the team members should not be expressed in actions that show this dislike, because they can be interpreted as an appropriate corresponding assessment by the manager of the person's personal, professional or other qualities. Conversely, the personal friendship of a superior with a subordinate should not be transferred to the sphere of service relations. A leader will never acquire high authority and respect if he builds service relationships based on personal sympathies. That is why the boss must be extremely objective in relation to subordinates and sustained in his actions. He needs to constantly remember about the norms of behavior, cultivate a habit and the need to comply with them in any situation.

The work of any leader, especially the head of a law enforcement agency, causes large expenditures of nervous energy, which can affect his actions. But despite this, the leader of any rank must always and everywhere be polite, correct and tactful. And he may have a bad mood or state of health, troubles or troubles, but his official position obliges him to behave with people evenly, warningly, affably, not to lose his composure under any circumstances.

A good leader is alien to arrogance, arrogance, irritability, capriciousness, the desire to impose their manners and habits on their subordinates by the power of their power. He in every possible way avoids situations in which it is possible to humiliate a subordinate, insult his personal dignity and honor.

A positive quality of a leader is restraint, which manifests itself in everything - in making decisions, in words, in actions, since the first impulse is not always correct. Under its influence, succumbing to the influx of feelings, a person often misunderstands facts. Sometimes, in the heat of the moment, he can say or do something that he could never do in a calm state. In such a situation, the best way out is to admit your mistake. The authority will not suffer from this. It is worse when, guided by a falsely understood pride, a person who has made a mistake not only does not apologize, but also aggravates the situation with stubbornness, continuing to defend the wrong position once taken.

The consequence of incontinence, irritability of the leader, as a rule, is swearing and rudeness, which are intolerable in any case and in any form. Shouting, insults have never contributed to normal relations in the team. Psychologists have long proven that orders made confidently, in a calm, respectful tone are much more effective than those given in a state of irritation and accompanied by statements and reproaches, when a subordinate thinks not so much about the essence of the matter as about the fact that his dignity has been infringed, and resentment prevails over business considerations.

Even if the subordinate was guilty, then in this case the most severe conversation should not be like a scolding. It is necessary to distinguish severity and exactingness from harshness and pickiness, to be able to correlate the severity of punishment with the degree of guilt. It is also very important to remember the difference between a reprimand given in private and a reprimand given in front of other employees. The latter is always more difficult to bear, but does not always achieve the desired result.

When imposing a penalty on a manager, it is important to show tact and correctness. It is better to first talk about certain positive qualities of the employee who has been fined, then state the essence of the violation and the punishment. It should be remembered the rule: the more fully in relations with people the leader relies on positive, informal means, the less situations are created that cause the need to apply administrative sanctions.

Criticism should be business and substantive. Unfortunately, there is also a so-called pseudo-criticism. It can be: tendentious (as a means of settling personal accounts, maintaining or increasing one's position and prestige); formal, when, for example, a "critical" part is included in the report, which does not commit to anything; ostentatious, creating the appearance of intransigence to shortcomings; defamatory, when accusations fall on a principled and honest employee, fanning his insignificant mistakes and miscalculations.

Criticism should be benevolent, take into account putthe qualities and merits of the criticized. Its task is not to humiliate a person, but to help him to improve, to show the ways out of this situation. Criticism is always perceived as unfair if it only carries a negative charge. Conversely, a fair assessment of the positive and negative aspects of the employee's performance has a beneficial effect.

Criticism must have its own clearly defined object. Criticism causes nothing but harm when, instead of evaluating specific actions of a person, his personality and character are criticized. This can cause anger, indignation of the criticized, a desire to justify himself at all costs, since a person considers himself, and quite reasonably, undeservedly offended. And the specific indication of certain actions or behavior of the employee neutralizes these negative emotional reactions of the criticized. Therefore, it is always preferable.

4. Criticism requires a specific approach, taking into account the peculiaritiestemperament and character of a person. One will react painfully to criticism, but will quickly calm down and return to normal, it may, as they say, “not reach” the other, the third may be pushed onto the path of wrangling, and the fourth has so internally experienced his offense that even a reproach towards him would be overkill.

The attitude of the chief to his subordinates is perceived by the latter not as rules, norms by which he is guided in communicating with them, but as moral qualities, as a natural manifestation of the nature of their leader. In this sense, the leader is always "under the control" of his subordinates, who quickly discover the falsity and hypocrisy of the relationship, if any. In this case, the moral fate of the leader turns out to be unenviable: he cannot count on authority or moral influence on his subordinates, he cannot become an informal leader in the team.

Features of managerial and executive work, different legal status of the boss and subordinate require differentialsa balanced approach to the moral assessment of the personality of the leader and subordinateunnatural. Table 8.1 presents the results of research conducted in law enforcement agencies, which show the most significant, preferred moral qualities of a leader.

Table 8.1. The most preferred leadership qualities

№ p / p	Leadership qualities,named by respondents	Quantitywho named thesequality,%
	Demanding to yourself and subordinates
	Justice
	Trust in subordinates
	Respect for the personal dignity of a subordinate
	A sense of responsibility for the state of affairs in a subordinate team
	Self-control, tact
	Caring for subordinates, attention to their needs, problems
	Self-confidence, perseverance, firmness, determination
	Sensitivity, responsiveness
	Fidelity to the word, commitment
	Sociability, ease of communication, availability
	Modesty, self-criticism
	Cheerfulness, optimism, sense of humor

In addition to those named in table. 8.1, named such qualities of a leader as humanity, decency, humanity and a number of others that are of a generalized nature 1.

People are impressed by leaders with a predominance of the above traits, in the presence of which subordinates often forgive their leader for some of his weaknesses related to qualities of a different property (knowledge, intelligence, professional and business qualities, physical, etc.). Without opposing moral qualities to others, it should be noted that if subordinates want first of all to see moral qualities in their boss, then managers put business and professional qualities in their subordinates in the first place. There are two reasons for this. On the one hand, besides moral means of influence on subordinates, managers have other (legal, material), while a subordinate can influence his boss only through moral relations, which presupposes that the latter has appropriate moral qualities. However, the moral virtues of a leader can to show themselves, provided that the subordinates have the necessary qualities. For example, a manager's trust in subordinates can be only if they have such traits as conscientiousness, responsibility, initiative, since trust stimulates the development of these qualities in subordinates, inspires them. And on the contrary, petty care, picky fetters the initiative of people, give rise to passive waiting, actions with an eye on the boss, develop in a subordinate such qualities as servility, conformism, lack of principle, etc.

On the other hand, the chief emphasizes the business qualities of subordinates also because no matter what moral qualities the employees have, if they are not professionally trained, they are not able to effectively perform official tasks, for which any manager is primarily responsible.

The moral side of the behavior and activities of a subordinate is characterized by the concept of "ethics of a subordinate." As experience shows, if it is impossible to consider the ethics of the doctor in isolation from the ethics of the patient, the ethics of the teacher - from the ethics of the listener (cadet), the ethics of the artist - from the ethics of the viewer, the ethics of the seller - from the ethics of the buyer, etc., then it is also impossible to study the ethics of the leader. without the ethics of a subordinate.

Table 8.2 presents the results of the study, which show what the most attractive qualities should have subordinates 1.

Table 8.2.

№ p / p	The moral qualities of the personality of a subordinate	Number of those who indicatedgiven quality,%
	Discipline, diligence
	A responsibility
	Honesty
	Good faith
	Sociability, collectivism, camaraderie
	Independence, initiative
	Sincerity, trust
	Respect for superiors and elders
	Hard work, diligence, diligence
	Self-esteem

Of course, many of the personality traits of a subordinate must be inherent in the leader. It is no coincidence that they say: "If you do not learn to obey, you will not be able to command." And it is not without reason that good leaders go through the "school of subordination" - first of all, in educational institutions and in lower command positions. However, the significance and nature of the manifestation of these qualities in the leader and the supervised are far from the same. For example, there are no situations when an employee would have the moral right to hide any official information from the boss. However, morality does not condemn a leader for keeping secret from subordinates certain operational information, plans and plans of senior management. If the self-esteem of a subordinate is not compatible mainly with such immoral qualities as hypocrisy, servility, envy, slander, then the self-esteem of a leader opposes such qualities as rudeness, injustice, familiarity, revenge, cowardice, connivance.

A special role in the service team is played by relations of subordination and the accompanying moral relations between the boss and the subordinate, which are defined by concepts such as "ethics of the leader" and "ethics of the subordinate." In the strictly scientific sense of the word, ethics means philosophical science. Here, ethics is understood as the practice of moral communication between a leader and a subordinate, certain moral rules governing their communication and activities, as well as the moral qualities that they have or should have.

Criticism should be business and substantive. Unfortunately,
there is also the so-called pseudo-criticism. It can be: tendentious (as a means of settling personal accounts, maintaining or increasing one's position and prestige); formal, when, for example, a "critical" part is included in the report, which does not commit to anything; ostentatious, creating the appearance of intransigence to shortcomings; defamatory, when accusations fall on a principled and honest employee, fanning his insignificant mistakes and miscalculations.

1. Criticism should be benevolent, take into account the positive qualities and merits of the criticized. Its task is not to humiliate a person, but to help him improve, to show the ways out of this situation. Criticism is always perceived as unfair if it only carries a negative charge. Conversely, a fair assessment of the positive and negative aspects of the employee's performance has a beneficial effect.

2. Criticism must have its own clearly defined object. Nothing,
apart from harm, criticism does not cause when, instead of evaluating specific actions of a person, his personality and character are criticized. This can cause anger, indignation of the criticized, a desire to justify himself at all costs, since a person considers himself, and quite reasonably, undeservedly offended. And the specific indication of certain actions or behavior of the employee neutralizes these negative emotional reactions of the criticized. Therefore, it is always preferable.

4. Criticism requires a specific approach, taking into account the peculiarities
temperament and character of a person. One will react painfully to criticism, but will quickly calm down and return to normal, it may, as they say, “not reach” the other, the third may be pushed onto the path of wrangling, and the fourth has so internally experienced his offense that even a reproach towards him would be overkill.

Features of managerial and executive work, different legal status of the boss and subordinate require a differentiated approach to the moral assessment of the personality of the leader and subordinate. Table 8.1 presents the results of research conducted in law enforcement agencies, which show the most significant, preferred moral qualities of a leader.

Table 8.1. The most preferred leadership qualities

P / p No.	Leadership Qualities Cited by Respondents	The number of those who named these qualities,%
	Demanding to yourself and subordinates
	Justice
	Trust in subordinates
	Respect for the personal dignity of a subordinate
	A sense of responsibility for the state of affairs in a subordinate team
	Self-control, tact
	Caring for subordinates, attention to their needs, problems
	Self-confidence, perseverance, firmness, determination
	Sensitivity, responsiveness
	Fidelity to the word, commitment
	Sociability, ease of communication, availability
	Modesty, self-criticism
	Cheerfulness, optimism, sense of humor

In addition to those named in table. 8.1, named such qualities of a leader as humanity, decency, humanity and a number of others that are of a generalized nature 1.

People are impressed by leaders with a predominance of the above traits, in the presence of which subordinates often forgive their leader for some of his weaknesses related to qualities of a different property (knowledge, intelligence, professional and business qualities, physical, etc.). Without opposing moral qualities to others, it should be noted that if subordinates want first of all to see moral qualities in their boss, then managers put business and professional qualities in their subordinates in the first place. There are two reasons for this. On the one hand, besides moral means of influence on subordinates, managers have other (legal, material), while a subordinate can influence his boss only through moral relations, which presupposes that the latter has appropriate moral qualities. However, the moral virtues of a leader can to show themselves, provided that the subordinates have the necessary qualities. For example, a manager's trust in subordinates can be only if they have such traits as conscientiousness, responsibility, initiative, since trust stimulates the development of these qualities in subordinates, inspires them. And on the contrary, petty care, picky fetters the initiative of people, give rise to passive waiting, actions with an eye on the boss, develop in a subordinate such qualities as servility, conformism, lack of principle, etc.

Table 8.2 presents the results of the study, which show what the most attractive qualities should have subordinates 1.

Table 8.2.

Of course, many of the personality traits of a subordinate must be inherent in the leader. It is no coincidence that they say: "If you do not learn to obey, you will not be able to command." And it is not for nothing that good leaders go through the "school of subordination" - first of all, in educational institutions and in lower command positions. However, the significance and nature of the manifestation of these qualities in the leader and the supervised are far from the same. For example, there are no situations when an employee would have the moral right to hide any official information from the boss. However, morality does not condemn the leader for keeping secret from his subordinates certain operational information, plans and plans of senior management. If the self-esteem of a subordinate is not compatible mainly with such immoral qualities as hypocrisy, servility, envy, slander, then the self-esteem of a leader is primarily against such qualities as rudeness, injustice, familiarity, revenge, cowardice, connivance.