Choosing a management style in management. Personality-oriented style, or "Don't be afraid, I'm with you." Understanding the goals and objectives for the current position

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

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

Ø democratic (or collegial);

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

It is based on giving orders to subordinates in an order form without any explanation of general connections with the goals and objectives of the organization. It is characterized by a tough one-man decision-making by the head ("minimum of democracy"), strict constant control over the implementation of decisions with the threat of punishment ("maximum control"), lack of interest in the employee as an individual. Employees should only do what they are ordered to do. At the same time, they receive a minimum of information. The interests of employees are not taken into account.

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

Style features:

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

Ø in communication with people, a tough tone of communication prevails, harshness, tactlessness, even rudeness;

Ø The interests of the business are put significantly above the interests of people.

Style advantages:

Ø provides clarity and efficiency of management

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

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

Disadvantages of the style:

Ø high probability of erroneous decisions;

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

Ø bulky control system,

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

Ø An unfavorable psychological climate ("sycophants", "scapegoats", intrigues) causes an increased psychological stress load and is harmful to mental and physical health.

Use cases:

This is required by the production situation (in critical situations - accidents on the production line)

Staff voluntarily and willingly agree to authoritarian leadership. Subordinates trust the leader, and he is sure that they are not able to independently act in the correct way.

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

Democratic management style:

Management decisions are made on the basis of discussing the problem, taking into account the opinions and initiatives of employees ("maximum democracy"), implementation decisions taken controlled by both the manager and the employees themselves ("maximum control"); the manager shows interest and benevolent attention to the personality of employees, taking into account their interests, needs, and peculiarities.

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

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

Style features:

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

Ø regularly and in a timely manner informs the team on issues of importance to him;

Ø communication is friendly and polite;

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

Style advantages:

Ø stimulates the manifestation of initiative, reveals creative potential

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

Ø includes psychological mechanisms labor motivation

Ø increases performers' satisfaction with their work

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

Conditions for applying the style:

The presence of a stable, well-established team

Highly qualified employees

The presence of active, proactive, thinking outside the box

Under non-extreme working conditions.

Permissive management style:

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

Style features:

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

Ø This style of leadership is acceptable in creative teams in which employees are distinguished by their creative individuality;

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

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

Disadvantages of the style:

Performance is usually poor;

People are not satisfied with their job, the leader

The psychological climate in the team is not always favorable;

There is no collaboration;

There is no incentive to work conscientiously;

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

There is a bundle into conflicting subgroups.

This style is justified given the very high competence and responsibility of the personnel and poor training of the manager himself. Also when leading scientific and other creative teams in the presence of strong and disciplined workers.

In general, a 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 to be solved, the socio-psychological characteristics of the employees and his personal qualities.

Personalized style:

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

An individualized style can be said to be a creative blend of all of the above leadership styles. The leader uses authoritarianism at certain moments, takes the blow, and bears all the responsibility. Then, to solve some problems, he convenes the management of the company and puts before them for consideration whole line questions, i.e. uses a passive, liberal style. And, finally, the leader assigns part of the responsibilities to the heads of departments, including giving them the right to resolve certain issues and responsibility for making decisions, and he himself controls the progress of their work.

Strong side such a leadership style: his creativity, tk. a leader can vary different leadership styles depending on the situation in the company.

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

"Multidimensional" Leadership Styles(take into account at the same time a number of criteria for assessing the behavior of the head)

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

The managerial grid of R. Blake and J. Mouton.

In the early 1980s, the concept of a "management grid" emerged by American psychologists Robert Blake and Jane Moughton.

	1,9								9,9
				5,5
1,1								9,1

Targeting

human
1 2 3 4 5 6 7 8 9

Task orientation

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

The horizontal axis ranks “concern for production” (a manager's focus on performance indicators - productivity, profit, efficiency) also on a scale from 1 to 9. A total of 81 leadership styles are obtained, which are determined by the degree of manifestation of these two factors. Blake and Moughton describe the middle and four extreme positions of the lattice as:

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

9.1. work management: maximum concern for production efficiency is combined with minimum concern for subordinates. The manager of the 9.1 type gives priority to maximizing production results, dictating to his subordinates what and how they should do, the moral microclimate in the manager's team is of little concern.

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

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

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

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

Blake and Moutton proceeded from the premise that the most effective leadership style - the optimal style - was the behavior of the leader in position 9. 9. In their opinion, such a leader combines a high degree of attention to his subordinates and the same attention to productivity. The term "production" means not only the production of material goods, but also the implementation of sales, settlements, customer service, etc. Researchers believed that professional training and a conscientious attitude towards the goals of the organization allows all leaders to approach the style of 9. 9, thereby increasing the effectiveness of their work.

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

1.low education of employees

2.insufficient managerial preparedness of managers

3.Low identification of employees with the tasks of the organization

4.unsatisfactory condition information system enterprises

5.Low degree of readiness of employees to take responsibility for themselves

6.difference between the value orientations of the manager and employees

7. the emotional incompatibility of the manager and subordinates arising from the hierarchical relations in the organization.

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

The leader manages a group of people (organization) in accordance with his inherent management style.

The concept " management style»Arose after the allocation of managerial labor in the activities of the organization. But unlike the management style, it does not have independent stages of its development and is directly dependent on the development of science and management practice. The main difference is that management discards outdated methods (techniques, models, provisions), enriching with new forms and methods. Style is not just about excellence. The concept " management style»Denotes any form in which managers perform management tasks.

There is a relationship between the concept “ management style»With different control categories. Style is at the junction of the following relationships:

• laws - principles - methods - style;
• laws - principles - style - methods;
• - tasks - methods - style;
• tasks - functions - leadership qualities - style.

The style combines four interrelated directions into one: style – quality of managerial work – management decision – personnel activities – result.

Relationships style with basic control categories are such that style is a consequence, on the one hand, of the methods, objectives and goals of management, on the other hand, style influences the application of a particular management method, therefore, the style of the leader (leadership) should be considered as management style.

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

The unity of tasks, functions, management methods, qualities of a leader and positions of managerial positions is integrated into the unity of the development of the organizational structure and management style. This unity finds its expression in the corresponding mechanism of management or business activity of the organization.

Management style Is a system of established and constantly applied principles, manners of behavior, rules, procedures, reactions to emerging situations, methods characteristic of a particular state, organization and individual.

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

Autocratic(from the Greek.autokrateia - autocracy, autocracy) management style is a form of management when the leader has sufficient power to impose his will on the performers, and, if necessary, does not hesitate to resort to it.

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

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

Authoritarian (command) style characterized by the fact that the leader usually centralizes authority as much as possible, structures the work of subordinates and gives them almost no freedom of decision-making. To ensure that work is done, he may exert psychological pressure through threats. This style is also based on hard centralized management- oligarchies with a pronounced element of coercion (examples: Brezhnev, Khrushchev, Andropov, etc.).

This management style was widely used in soviet period under the administrative-command system of economic management. IN modern conditions this style has been preserved by some leaders, entrepreneurs and businessmen in the countries in transition, in the CIS and in Ukraine.

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

Democratic style management is carried out through democratic norms, rules, procedures, which are regulated by the constitution and laws. This style is based on the observance of the rights and freedoms of the individual, on the wide involvement of people in management (develops self-government) and involves the preparation and adoption of decisions with the interested participation of team members, the most trained specialists and capable organizers. Organizations dominated by a democratic style are characterized by a high degree of decentralization of powers. The leader of this style personally deals with only the most complex and important issues, leaving the subordinates to decide on their own all the rest in proportion to their qualifications and functions. Management through influence and reliance on employees is a characteristic feature of the democratic management style, therefore this style is considered the most effective.

Liberal style management is characterized by minimal participation of the head in management, the staff has complete freedom to make independent decisions in the main areas production activities organizations (having coordinated them, of course, with the head). This style is justified if the staff performs creative or individual work and is staffed with highly qualified specialists with justifiably high ambitions. This management style is based on high consciousness, dedication to the common cause and creative initiative of all staff, although managing such a team is not an easy task.

A liberal leader must master the principle of delegation of authority, maintain good relations with informal leaders, be able to correctly set tasks and determine the main areas of activity, coordinate the interaction of employees to achieve common goals.

Permissive style management. With this management style, the leader shows very little concern both for achieving the goals of the organization, and for creating a favorable socio-psychological climate in the team. In fact, the leader is removed from work, lets everything go by itself and just spends time passing information from higher managers to subordinates and vice versa.

Mixed style management is inherent in managers who show equal concern for achieving high production results, and for subordinates. Such leaders achieve average results in both areas of the style components.

2.1. Management style at SIA "TBT" 31

2.2. Management style for SIA "Venta" 35

INTRODUCTION

The work of a manager is presented as the performance of managerial functions in the "person-to-person" system. This leaves its mark on the choice of the style of management of the company. It is impossible to predict managerial activity with a high degree of probability, since each person to whom the control is directed is unique in its own way, and its behavior in space and time depends on both subjective and objective factors. Therefore, it is necessary to use such a delicate management tool as a management style with great care and at a high professional level.

All definitions of management style are reduced to a set of techniques and methods for solving management problems, which are characteristic of a manager, i.e. style is a system of constantly applied methods of leadership.

As you can see, the style and method of leadership exist in a certain unity. Style is a form of implementation of management methods adopted by a given manager in accordance with his personal subjective psychological characteristics.

A well-defined management style is adequate for each of the established management methods. This means that each method for its implementation needs individuals with specific qualities. In addition, the management method is more mobile and sensitive to new needs in the field of management relations than the leadership style.

The unity of methods and style of leadership is that style serves as a form of implementation of the method. A manager with an inherent leadership style in his activities can use various management methods (economic, organizational and administrative, social and psychological).

Thus, the leadership style is a strictly individual phenomenon, since it is determined by the specific characteristics of a particular person and reflects the peculiarities of working with people and the technology of decision-making by this particular person. The style is regulated by the personal qualities of the manager.

In the process labor activity a certain strictly individual "handwriting" of the leader is formed, whose actions are almost impossible to repeat in detail. Just as there are no two identical fingerprints on a hand, there are no two managers with the same leadership style.

It should be borne in mind, however, that there is no “ideal” leadership style that is suitable for all occasions. The style or symbiosis of styles applied by the manager depends not so much on the personality of the manager as on the corresponding situation (situational situation).

The "correct" leadership style cannot be determined in advance, since life management situations are not standard, and the personality traits of a manager and subordinates tend to change in accordance with changes in the controlled environment.

The choice of leadership style largely depends on what task the manager sets for himself:

Manage - the leader gives precise instructions to subordinates and conscientiously monitors the implementation of his tasks;

Direct - the manager manages and oversees the execution of tasks, but discusses decisions with employees, asks them to make suggestions and supports their initiative;

Support - the manager assists employees in the performance of tasks, shares with them responsibility for making the right decisions;

Delegate authority - the manager transfers part of his authority to the executors, assigns them responsibility for making private decisions and achieving the goal of the enterprise.

Target term paper- to show the theoretical aspects of the problem of management style and leadership style, their psychological characteristics; consider the problem of strategic management by human resourses at two enterprises - SIA "TBT" and SIA "Venta", try to analyze the existing management models, their "pros" and "cons", advantages and disadvantages.

Consider management methods;

Analyze different management styles;

Reveal the strategy of development and personnel management at a particular enterprise;

Consider the essence of the profession of a manager;

Draw conclusions and make suggestions based on the research results.

CHAPTER 1 GENERAL CONCEPTS OF MANAGEMENT

... The manager and his role in the management of the organization .

With development market economy, in particular in our country, the terms "management" and "manager" quickly and firmly entered our life and our vocabulary, replacing terms such as "management", "management activities", "leader", "director" ... While all of these words are synonymous with each other, the term “governance” has a broader meaning. In general, “control” is the impact of the control system (subject of control) on the controlled system (object of control) in order to transfer the controlled system to the required state. In particular, the manager acts as a subject of management.

The bulk of existing management workers is a very valuable potential of people who know reality, have considerable professional training, are accustomed to discipline, persistent purposeful work, and have a sense of responsibility. It is necessary to work with these people carefully, thoughtfully, to ensure their correct placement in new conditions, training, retraining. It is necessary to create incentives for them to work effectively, and the protection of their rights, and finally, to form an active environment for the social selection of managers and specialists of a new type, in which only those who will adapt to new conditions faster and better will survive and achieve success.

If we talk about the methods of effective work of managers, then, without diminishing the importance of, say, computerization of management processes, the introduction of rational methods of analysis and substantiation of decisions, scrupulous accounting of costs and benefits, it must be said that the effectiveness of management starts, perhaps, with small things - the ability to understand your personal goals, understand subordinates, manage your time correctly, relieve stress, control your weight, dress normally, and much more.

Who knows, maybe, mastering all these simple wisdom in practice will give not only a large direct, but also an indirect effect, will lead to the fact that the enterprise, the organization will become more flexible, capable of innovations, to overcome difficulties, which there are so many in our economic life.

Of course, a lot in our work, career, life depends on social and other conditions common to all, on the characteristics of each job, on many others, perhaps not very subservient to each individual, objective circumstances. But do we not too often explain our failures by objective circumstances, do we fully use the reserves inherent in ourselves? After all, as it is recognized in the science of management, to correctly formulate a problem means to solve it correctly by 50%.

It is up to managers at all levels to do everything possible to create a suitable future and not be sucked into a whirlpool of failures. Of course, the modern world is diverse and depends on many factors, but this thesis should become a guide for those who want to take on the burden of responsibility for managing our economy in the face of perestroika and who are ready to do everything to be at the level of this responsibility.

Management is serious work that requires complete dedication.

The term "manager" is quite widespread and is used in relation to:

the organizer of specific types of work within the framework of individual departments or program-target groups;

the head of the enterprise as a whole or its subdivisions (departments, divisions, departments);

the leader in relation to subordinates;

administrator of any management level organizing work, guided by modern methods and etc.

High demands are placed on a manager of any level.

In recent years, thanks to surveys of managers conducted abroad, it was possible to identify a number of characteristics that must be possessed for doing business in the field of business and management.

They are:

1) Open-mindedness and a global approach is a characteristic that indicates the importance of a manager having a broad vision of problems that go beyond the objectives of the firm. This feature of a manager involves overcoming a narrow, technocratic understanding of his tasks, the formation in him of a sense of responsibility not only for the economic, but also for the social, environmental, moral consequences of his activities.

2) Long-term foresight - opposes the modesty of some leaders, as they say, burrowing in current problems and losing sight of the prospects for the development of the organization in a changing market environment, technological progress in the discovery of new energy resources, etc.

3) Decisiveness - firmness and courage in making decisions. A very important characteristic of any leader. Since the lack of decisiveness, courage can lead to the fact that the decision will be made late or not taken at all, which can negatively affect the enterprise.

4) Hard work and continuous study is necessary in connection with the constant updating, replenishment of laws, regulations, with the release of any decrees, orders, decisions of higher organizations.

5) The ability to clearly formulate goals is one of the ways to increase people's motivation to work. This quality is mainly the result of the leader's self-improvement.

6) Willingness to listen to the opinions of others, especially when these others are subordinates. At the same time, the demonstration of this quality by a leader in relation to any person, including a subordinate, means the satisfaction of an important social need of the latter - the need for respect.

7) Impartiality, disinterestedness, loyalty. The impartiality of the leader is an important resource for the effectiveness of the organization's personnel policy.

8) Ability to fully utilize the capabilities of employees through the correct placement and fair sanctions and create a team with a harmonious atmosphere in it. “The quality of a manager should be judged by how well he can organize a large number of people and how effectively he can achieve the best results from each of them, merging them into a single whole” - A. Morita.

9) And, finally, personal charm, and health - in healthy person, with the whole process, there are more chances to look like a charming person.

10) Ability to use your time correctly.

You can become a great specialist only if you constantly work on yourself, improve your skills and be open to the continuous acquisition of new knowledge. Only then is it possible for management to succeed, but there is always an incentive to do so. After all, it is for such employees that employers are ready to compete, offering the most favorable conditions. management... Blake-Mouton Model 4 Chapter 2. Basic styles management ... organization... Liberal (conniving) style Liberal style ...

Style management (2)

Abstract >> Management

... styles management(by the participation of performers in them) Authoritarian style management has varieties: - dictatorial style (manager... and organization labor). Evaluating the effectiveness of various styles management Performance criteria Styles management Authoritarian...

Management in the most diverse spheres of human life is one of the most important functions. The conditions of a market economy gave it particular relevance. For the correct management of people, the head of the organization must choose a certain style of behavior. This is what has to be shown in relations with subordinates, leading them to their intended goal. In other words, for the normal functioning of the enterprise, the presence of one or another style of management of the head is necessary. This is the main characteristic of the manager's performance. top echelon... The role of a manager's management style cannot be overemphasized. After all, the success of the company, the dynamics of its development, the motivation of employees, their attitude to their duties, relationships in the team and much more will depend on him.

Definition of the concept

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

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

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

Leadership styles in team management can be different. But in general, they depend on the leadership and administrative qualities of the person in this position. In the process of implementation of labor activity, the formation of an individual type of leader, his "handwriting" takes place. This allows us to say that it is impossible to find two identical bosses with the same style. Such a phenomenon is individual, as it is determined by the specific characteristics of a particular person, reflecting his peculiarity of working with personnel.

Classification

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

Democratic

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

If the leader uses a democratic management style, then he relies on the initiative of the team. In this case, there is an equal and Active participation all employees in the process of discussing the goals of the company.

With a democratic leadership style, interaction occurs between the leader and the subordinates. At the same time, a sense of mutual understanding and trust arises in the team. However, it should be noted that the desire of the top-level manager to listen to the opinion of the company's employees on certain issues does not take place because he himself does not understand anything. The democratic management style of the leader suggests that such a boss realizes that new ideas arise during the discussion of problems. They will certainly speed up the process of achieving the goal and improve the quality of work.

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

The democratic management style of the leader is most favorable from the point of view of psychological impact... Such a boss takes a genuine interest in employees and pays them friendly attention, taking into account their needs. Such relationships have a positive effect on the results of the work of the team, on the activity and initiative of specialists. People get satisfaction. own work... They are also satisfied with their position in the team. The cohesion of employees and favorable psychological conditions have a positive impact on the physical and mental health of people.

Of course, management styles and leadership qualities are closely related concepts. So, with a democratic nature of communication with subordinates, the boss should enjoy high authority with employees. He also needs to have remarkable organizational, intellectual and psychological and communication skills. Otherwise, the implementation of this style will become ineffective. Democratic leadership comes in two flavors. Let's consider them in more detail.

Advisory style

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

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

Participating style

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

Liberal style

This type of leadership is also called free. After all, he assumes a tendency to condescension, tolerance and undemandingness. The liberal management style is characterized by complete freedom of decisions of employees. At the same time, the leader takes minimal part in this process. He removes himself from the functions assigned to him to supervise and control the activities of subordinates.

We can say that the types of leaders and management styles are closely related. So, a liberal attitude in a team allows a person who is not competent enough and unsure of his official position. Such a leader is able to take decisive steps only after receiving instructions from a superior. He in every possible way evades responsibility when receiving unsatisfactory results. The solution of important issues in a company where such a manager works often takes place without his participation. To consolidate his authority, a liberal only pays undeserved bonuses to his subordinates and provides various kinds of benefits.

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

From the point of view of psychology, the liberal management style can be considered in two ways. Everything will depend on what kind of specialists this manual... A similar style will receive a positive result where the team consists of responsible, disciplined, highly qualified employees who are able to independently perform creative work... Such leadership can also be successfully carried out if there are knowledgeable assistants in the company.

There are also such collectives in which subordinates command their boss. They have a reputation for simply “ a good man". But this cannot last long. If any conflict situation disgruntled employees stop obeying. This leads to the emergence of a permissive style, leading to a decrease in labor discipline, to the development of conflicts and other negative phenomena. But in such cases, the manager simply withdraws himself from the affairs of the enterprise. The most important thing for him is to maintain good relations with his subordinates.

Authoritarian style

It is understood as a domineering type of leadership. It is based on the desire of the boss to assert his influence. The leader of an authoritarian style of management provides only a minimal amount of information to the employees of the company. This is due to his distrust of his subordinates. Such a leader strives to get rid of talented people and strong workers. The best in this case is considered to be the one who is able to understand his thoughts. This leadership style creates an atmosphere of intrigue and gossip at the enterprise. At the same time, the independence of workers remains the most minimal. Subordinates seek to resolve all emerging issues with the management. After all, no one can imagine how the authorities will react to this or that situation.

The leader of an authoritarian management style is simply unpredictable. People are hesitant to tell him about bad news. As a result, such a boss lives in complete confidence that everything turned out exactly as he expected. Employees do not ask questions or argue, even in those cases when they see significant errors in the decision made by the manager. The result of the activities of such a top-level manager is suppression of the initiative of subordinates, which interferes with their work.

In an authoritarian style of leadership, all power is concentrated in the hands of one person. Only he is able to single-handedly resolve all issues, determine the activities of subordinates and prevent them from making independent decisions. In this case, employees perform only what they are ordered to. That is why all information for them is minimized. The leader of an authoritarian team management style tightly controls the activities of his subordinates. Such a boss has enough power in his hands to impose his will on the workers.

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

If we consider this style of leadership from the point of view of psychology, then it is the most unfavorable. After all, the manager in this case does not perceive the employee as a person. Employees are constantly suppressed by creativity, which makes them passive. People develop dissatisfaction with their work and their own position in the team. The psychological climate at the enterprise is also becoming unfavorable. Intrigues often arise in the team and sycophants appear. This increases the stress load on people, which is harmful to their moral and physical health.

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

Aggressive style

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

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

Aggressively malleable style

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

Selfish style

It seems to a manager who has adopted this type of personnel management that he alone knows and knows everything. That is why such a boss assumes the responsibility of solely resolving issues related to the activities of the team and production. Such a leader does not tolerate the objections of his subordinates and is prone to hasty conclusions, which are not always correct.

Kindhearted style

At the heart of of this type the relationship between the leader and the subordinates lies in authoritarianism. However, the boss still provides his employees with the opportunity to participate in making some decisions, while limiting their scope of activities. The results of the team's work, together with the system of punishments, which occupies a dominant position, are also evaluated with some rewards.

Finally

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

That is why the definition better style manuals are not easy to give. A senior manager needs to know the above classification and be able to apply each of the categories of personnel management, depending on the situation and the availability of a specific task. This, in fact, is the art of a real leader.