10 types of leaders.
1. "Badass"
The “bully” is loud, persistent (firm), menacing, loves to be feared. strongly desires to control everything and everyone. For him, life is an ongoing struggle for power. But the “bully” is a man, and he is also afraid of two things: his own imperfection and intimacy. When you are dealing with such a leader, stand up straight, look him in the eyes and tell him without preamble what you want
2. "Turtle"
A slow boss is usually friendly. However, he has two main drawbacks: he postpones his decision at all costs and makes do with statements of a general nature, avoiding being specific. Don't judge your turtle boss for these shortcomings. He is a victim of a demanding, pedantic upbringing. He puts off your problem to avoid trouble, explicit or implicit.
Burning with smokelessly restrained rage, the “fighter” is a walking bomb in which the clock mechanism silently works. His (or her) anger does not bubble to the surface. And suddenly, unexpectedly for you, the “fighter” explodes: he screams, attacks you and throws out sarcasms at you even without an address. He likes to shoot indiscriminately, quickly and often. The energy of his explosion ran out, and there was a gloomy silence. The “fighter” is afraid of his own anger and his emotions. For him, restoration of justice (real or imaginary) is the goal, revenge is a good weapon. You can resist it constructively
4. "Flatterer"
He is naturally smiling all the time, friendly, helpful and humorous. He tells you what you want to hear from him. If you try to “pin him to the wall,” it’s better to spill the mercury and pick it up with a fork. The Flatterer believes more in form and influence than in substance and competence. Since he always approves of everything and everyone, he is usually a great specialist in tricks. The “flatterer” is afraid of direct conversation and direct action. This behavior in some cases creates enemies. He needs approval.
5. "Pessimist"
The “pessimist” is unhappy with his whole life, with himself, and you personally are also a misfortune for him. It seems that he should work somewhere else, but any other organization will not give him happiness and good luck either. The “pessimist” blames, whines, feels sorry for himself and strives to get rid of the difficult situation into which you will certainly entice him with your problems. He is deeply convinced that everything that is not in his own hands will end in failure.
6. "Know-It-All"
He really knows me, but his problem is that he acts as if he knows everything. He (or she) is very impatient and unable to listen. If he finds himself in a checkmate (chess) situation, he blames others. He has little need for people and does not like to work in a group of leaders or like-minded people, where everyone is equal. The “know-it-all” thinks that his intelligence and knowledge are the only way to evaluate how people work. He is afraid of his subordinates' disappointment in his knowledge.
7. “Introvert” (a person focused on his experiences)
He (or she) is secretive and difficult to get anything out of him when you need information. He is sensitive and afraid to open up. He has a lot to offer, but he cannot express his thoughts clearly. An “introvert” is afraid of hurting other people’s feelings and being seen as a “pusher.” If your boss is an “introvert,” try to encourage him to talk as much and as long as possible.
8. "Nekopenhagen"
This is an incompetent leader. He does not understand and does not know much, but he pretends to know much more than he actually does. Be careful with a boss like this: he may steal your ideas and pass them off as his own. His greatest fear is that his shortcomings will become known. If you work with a “non-Copenhagen” boss, take into account in detail and accurately both his incompetence and your own ideas. When you talk to him, use facts rather than emotions to prove your point.
9. “Lazy Slobber”
His or her personal habits may be disgusting. Disorder and chaos reign both in his work and in his personal life. The “lazy slob” cannot find his things or prioritize tasks. His clothes are constantly wrinkled, stained or torn. He may eat too much, smoke, or drink alcohol excessively. He does not recognize that he is an adult who should be responsible for his actions.
10. "Abnormal"
His behavior is abnormal (deviates from the norm). Abnormality manifests itself in sexual advances, frequent absenteeism, and constant lies. An “abnormal” leader often tries not to do something, but to get away with it. He hopes that his subordinates will “cover for” him.
Leadership styles
Leadership style is a way, a system of methods of influence of a leader on subordinates. One of the most important factors for the effective operation of an organization, the full realization of the potential capabilities of people and teams. Most researchers identify the following leadership styles:
*Democratic style (collegial);
*Liberal style (permissive or anarchic).
The directive management style is characterized by high centralization of management and dominance of unity of command. The manager demands that all matters be reported to him and makes decisions alone or cancels them. He does not listen to the opinion of the team; he decides everything for the team himself. The predominant management methods are orders, punishments, remarks, reprimands, and deprivation of various benefits. Control is very strict, detailed, depriving subordinates of initiative. The interests of the business are placed significantly above the interests of people, harshness and rudeness predominate in communication. An authoritarian leadership style has a negative impact on the moral and psychological climate and leads to a significant decrease in initiative, self-control and responsibility of employees.
The democratic management style is characterized by the distribution of powers, initiative and responsibility between the manager and deputies, the manager and subordinates. A leader of a democratic style always finds out the team’s opinion on important production issues and makes collegial decisions. Team members are informed regularly and in a timely manner on issues that are important to them. Communication with subordinates takes place in the form of requests, wishes, recommendations, advice, rewards for high-quality and efficient work, in a friendly and polite manner; orders are applied as necessary. The leader stimulates a favorable psychological climate in the team and defends the interests of subordinates.
The liberal management style is characterized by the lack of active participation of the manager in managing the team. Such a leader “goes with the flow,” waits or requires instructions from above, or falls under the influence of the team. He prefers not to take risks, “keep his head down,” avoids resolving urgent conflicts, and strives to reduce his personal responsibility. He lets his work take its course and rarely controls it. This leadership style is preferable in creative teams where employees are independent and creative.
There are no “bad” or “good” management styles. The specific situation, type of activity, personal characteristics of subordinates and other factors determine the optimal balance of each style and the prevailing leadership style. A study of the practice of leading organizations shows that each of the three leadership styles is present to varying degrees in the work of an effective leader.
The reasons for the division of leadership styles may be more likely to be personality traits and temperament, rather than gender characteristics. Successful top managers - both men and women - do not adhere to just one style. As a rule, they intuitively or quite consciously combine different leadership strategies.
The leadership style most preferred by subordinates and appropriate to the situation depends on their personal qualities and environmental requirements. Leadership styles depend on the “maturity” of the performers: their desire to achieve their goals, education and experience, and willingness to take responsibility for their behavior. Accordingly, there are two main factors (“Tasks” and “Relationships”) and four styles:
1) “Instructions” (directive) - for immature performers with a high leader’s orientation to the task and low to relationships with the group; The directive style is effective and subjectively acceptable for subordinates performing uncertain tasks. When a task is sufficiently structured, and more structure is already perceived as excessive control, style negatively affects the satisfaction and expectations of subordinates.
2) “Sales” (supportive style) - average maturity of performers, manager’s orientation towards both tasks and relationships.
3) “Participation” (orientation towards participation in decision making) - a moderately high level of maturity of subordinates, a strong orientation of the leader towards relationships and a weak orientation towards tasks. This style is more appropriate for non-standard tasks that require the involvement of workers, when subordinates strive to participate in the decision-making process.
4) “Delegation” - with a high maturity of subordinates, the manager’s style is characterized by a low focus on managerial influences, both on tasks and on relationships.
Basic parameters of the three management styles
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Control Style Options |
Types of Management Styles |
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|
Democratic |
Liberal |
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1. Decision making and task definition |
Personally by the leader |
Taking into account suggestions from subordinates |
Approval and agreement with the opinions of subordinates |
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2. Method of reaching a decision |
Request, begging |
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3. The degree of regulation of the actions of subordinates |
Optimal |
(maximum freedom of subordinates) |
|
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4. The nature of communication between the manager and subordinates |
Short, businesslike, dry |
long-term, not only business, but also personal |
May not engage in communication if subordinates do not contact him |
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5. The nature of regulation of behavior and activities of subordinates |
Focuses on collections |
Emphasizes incentives |
Refrains from regulating the behavior and activities of subordinates |
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6. The manager’s opinion of his subordinates |
Considers all subordinates to be initially good, flexible in changing assessments |
Gives almost no evaluations to subordinates |
|
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7. The manager’s attitude towards the initiative of subordinates |
Distrustful, negative |
Encouraging initiative |
Reassessment of subordinates' initiative capabilities |
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8. Moral and psychological climate in the organization |
Tense |
Optimal |
Extremely volatile |
|
9. Organizational performance indicators |
High quantitative, medium qualitative |
Average quantitative, high quality |
Unstable performance |
|
10. Manager’s control over the activities of subordinates |
Elevated |
Leadership style is a set of methods and techniques for solving problems arising in the management process. Types of leadersSupervisor - Autocrat(autocratic management style): Makes decisions himself. He is picky, cruel, controls himself, does not trust anyone, is often not tactful, does not like criticism, surrounds himself with conformists, narrow performers. There are mediocrities and sycophants around him. Poorly manages work within his competence. Supervisor - Democrat(democratic management style). Believes that work is a natural process, Creates an atmosphere of openness and trust. Working methods: request, advice, recommendations. In the case of control, the emphasis is on the positive. Demanding, fair, friendly, strict. Supervisor - Liberal(liberal management style). Liberal style means permissive. Doesn't lead the team. Passive, afraid to change the existing order, afraid of instructions from above, seeks to shift responsibility to subordinates, prone to managerial work and theft. Methods of work: - begging, persuasion, lack of control, familiarity, formalism. Leadership stylesIn management theory, several leadership styles are distinguished. Leadership style is a set of methods of behavior of a leader in relation to subordinates. Each manager, due to his individuality, has his own management style. However, despite this, it is possible, with a certain degree of approximation, to identify several typical leadership styles. In life, as a rule, these styles do not appear in their pure form; moreover, a manager can use one or another of their variants in different situations. With an authoritarian style, the manager is committed to the formal nature of relationships with subordinates. He provides his employees with only a minimum of information because he does not trust anyone. At the first favorable opportunity, he tries to get rid of strong workers and talented people who lack servility. At the same time, in his opinion, the best employee is the one who can understand the thoughts of the boss. In such an atmosphere, gossip, intrigue and denunciations flourish. Individual employees owe a lot to the manager. However, such a management system does not contribute to the development of employee independence, since subordinates try to resolve all issues with management. None of the employees know how their leader will react to certain events - he is unpredictable, rushes from one extreme to the other. People are afraid to give him bad news, and as a result, he lives in the naive belief that everything turned out as he expected. Employees do not argue or ask questions, even if they see serious errors in the manager’s decision or behavior. As a result, the activities of such a leader paralyze the initiative of subordinates and interfere with their work. He creates a negative environment around himself, which, among other things, threatens himself. Dissatisfied subordinates can deliberately misinform their manager at any time and, ultimately, simply let them down. In addition, intimidated workers are not only unreliable, but also do not work to the fullest extent of their strength and abilities, which naturally reduces production efficiency. 2. Democratic leadership style(from Greek demos - people and kratos - power). This style is based primarily on the initiative of the team, not the leader. The democratic leadership style is characterized primarily by collective activity, which ensures the active and equal participation of all employees in discussing the goals planned for implementation, defining tasks and selecting executors to solve them. The manager tries to be as objective as possible towards his subordinates, emphasizing his involvement in the opinion of the team. A democratic leadership style involves interaction. In this case, the manager and subordinate develop a feeling of trust and mutual understanding. But the desire to listen to the opinions of his employees on a variety of issues is not explained by the fact that he himself does not understand something. The manager is convinced that when discussing problems, new additional ideas can always arise that will improve the process of implementing the solution. Such a leader does not consider it shameful to compromise or even abandon a decision if the subordinate’s logic is convincing. Where an authoritarian leader would act with orders and pressure, a democratic manager tries to convince, prove the feasibility of solving the problem, and show the benefits that employees can receive. Knowing the business and the situation in the team well, he pays special attention to the final result of the work when exercising control. Thanks to this, conditions are created for self-expression of subordinates who develop independence. Such an environment, created by a democratic leadership style, is educational in nature and allows you to achieve goals at low cost. In this case, the authority of the manager's position is reinforced by personal authority. Management occurs without harsh pressure, taking into account people's abilities, experience and respect for their dignity. 3. Liberal leadership style(from Latin Hberalis - free). This style presupposes a tendency towards excessive tolerance, condescension, undemandingness, and connivance. This leadership style is characterized by complete freedom of individual and collective decisions of employees with at the same time minimal participation of the manager, who, in essence, withdraws himself from leadership functions. Typically, this role is played by people who are not competent enough and who are not confident in the strength of their official position. A liberal manager usually takes any decisive action only on the instructions of higher management and seeks to evade responsibility for the unsatisfactory results obtained. In the organization in which such a manager works, important issues are often resolved simply without his participation, therefore, familiarity will most likely reign in the team headed by this manager. In an effort to acquire and strengthen authority, he is able to provide various types of benefits to his subordinates and pay undeserved bonuses. The manager rarely comments on the actions of his subordinates and does not try to analyze and regulate the course of events. In relations with subordinates, the liberal is correct and polite, reacts positively to criticism, is undemanding towards employees and does not like to control their work. Such a manager cannot refuse an employee without feeling guilty. What worries him most is what his employees think of him, and he tries his best to please them. Liberals are unprincipled and can, under the influence of different people and circumstances, change their decision on the same issue. Such a manager can even do the work himself for a careless subordinate, because he does not like and does not want to fire bad employees. The main thing for him is maintaining good relationships with subordinates, and not the result of work. It creates a semblance of a family environment in which everyone is friends and feels relaxed. Psychological comfort envelops workers and pushes work into the background. As long as everything is calm, the team will probably function properly. But once a crisis situation arises that requires energetic, united action from the entire team, good personal relationships will disappear. There was simply no business relationship. There is a good rule: at work there cannot be friendly, familiar relations between the manager and employees. Planning, forecasting, design as types of management activitiesPlanning is a management function. Planning is systematic preparation of decisions about goals, means and actions. Planning - defining a goal and ways to achieve it for a certain period of work. Planning tasks: 1. Determination of the resource base (where and in what state the organization is currently located). 2. Determining the direction of activity (mission, super task). 3. Determining which paths we will take to achieve the goal, with what help (forms, methods, means). The main task of planning- determination of measures to further improve the efficiency of the cultural enterprise. The management plan should determine the main goals and specific planned targets, indicators for all areas of activity. The plan should become a concrete expression of the management decisions made. The meaning of planning.Planning is one of the management functions, serving as the main means of using economic laws in the business process; systematic preparation for making decisions about ends, means and actions under expected conditions. Planning becomes practically the only condition that brings a certain stability to the implementation of production and economic activities of a cultural institution. Design- this is a specific technology, which is a constructive, creative activity, the essence of which is to analyze problems and identify the causes of their occurrence, develop goals and objectives that characterize the desired state of the object, develop ways and means to achieve the goals. The project in this case is a means of preserving or recreating socio-cultural phenomena that correspond to established norms. Design e - this is a procedure for planning, distributing and regulating resources involved in a project (labor, material, etc.) taking into account all the limitations of this project (technical, budgetary and time). The project can be defined as a sequence of interrelated operations aimed at achieving a specific significant result and requiring a long time to complete. Forecasting is a process scientific foresight. It includes: 1) The state of this organization. 2) In what direction are we moving, the tasks that we will solve to achieve. 3) What may interfere with the implementation of the assigned tasks. 4) What resources (main or additional) were required to solve these problems. Forecast is a scientifically based judgment about the future and ways to achieve it. Forecasting- this is a method of foreseeing possible directions of development of an organization or institution. Forecasting happens : long-term (over 5 years; sometimes up to 15-20 years), medium-term (from a year to 5 years), short-term (usually a year). Its accuracy is only probabilistic. In the forecasting process, the following main tasks are solved: 1. Setting development goals. 2. Determination of rational ways and means of achievement. 3. Calculation of required resources. Types of forecasts. Forecasts are classified according to the following criteria: 1. By purpose: Scientific and technical; Socio-economic; Demographic; Political. 2. By scale of action: International forecasts; National forecasts; Cross-industry forecasts; Industry forecasts; Forecasts of independent economic units (firms, etc.). 3. By forecast period: Operational forecasts (up to 6 months); Short-term (up to 2 years); Medium-term (up to 5 years); Long-term (over 5 years). Planning principlesPlanning should follow the following principles (rules): - flexibility, providing for constant adaptation to changes in the operating environment of the enterprise. Changing it requires adjusting the plan for various changes in the external and internal environment; - continuity, suggesting a rolling nature of planning, primarily in terms of systematic revision of plans, “shifting” the planning period (for example, after the end of the reporting month, quarter, year); - communication skills, which refers to the coordination and integration of efforts. Everything must be interconnected and interdependent; - participation, suggesting the importance of involving all possible participants in the process of functioning of a cultural institution; - adequacy, those. reflection of real problems and self-evaluation in the planning process; - complexity, as the relationship and reflection in the plan of all areas of the financial and economic activities of the enterprise; - multivariance, allowing you to choose the best of the alternative possibilities for achieving your goal; - iterativeness- provides for repeated linking of already compiled sections of the plan (iteration). This determines the creative nature of the planning process itself. - principle of unity - predetermines the systematic nature of planning, which means the existence of a set of structural elements of a planning object that are interconnected and subordinate to a single direction of their development, focused on common goals. A single direction of planned activity, the commonality of goals of all elements of the enterprise become possible within the framework of the vertical unity of divisions and their integration. When developing plans, it is necessary to use such planning principles as: 1) Timeliness 2) Validity 3) Focus 4) Information content 5) Rationality 6) Complexity (organizational, technical, personnel aspects) Planning sources When planning their future activities, cultural institutions must take into account some social aspects, namely: Requests, interests and needs of the population; Educational and cultural level of the population living in the cultural service area; Free time of potential visitors; Real possibilities of the cultural institution itself; Various trends in the development of cultural institutions and its role in the system of cultural and leisure activities. Obviously, these tasks will be helped by collecting, analyzing and processing various planning sources, which include: Various kinds research(free time budget, education, range of interests, needs, etc.); - financial plan cultural institutions for the coming year (estimates of income and expenses); - analysis of the enterprise’s activities culture over the past year; - social and creative orders, emanating from public organizations, enterprises and firms located in the cultural service area of a cultural institution, municipal authorities, veteran and youth organizations, etc.; - holidays and significant dates in the life of a country, region, city, district of a separate work collective, etc.; - federal and regional cultural programs; - plans for the work of departments, club formations of the cultural institution itself and other sources. Planning methodsIn the cultural sphere, several groups of planning methods have developed: 1. Analytical planning The analytical planning method involves analyzing the content and results of the activities of a cultural institution in the previous period. The analytical method involves studying the labor process, studying factors influencing labor costs, calculating the time to complete work, developing measures to create conditions for more efficient activities of workers and cultural institutions 2. Regulatory planning The normative planning method consists in justifying planned indicators using norms (financial, material, labor, etc.) and standards (as a set of services and goods produced or consumed per unit of consumer, financing, area, equipment, etc.) Normative planning presupposes a system of quantitative indicators, labor standardization: time standards, production standards, service standards, controllability standards, production resource consumption standards, financial resources standards, etc. 3. Balance sheet planning methods. These methods are an important aspect of justifying the reality of plan implementation and bringing into compliance (balance) of available resources and costs. To solve this problem, three main types of balances are used: material (natural), financial (cost), and labor. - Labor balance helps to identify and plan the extent to which a cultural institution is provided with qualified personnel capable of implementing the plans of the enterprise. - Material balance helps to compare the planned amount of work and the possibility of its implementation using available material resources. - Financial balance allows you to compare the income and expenses of a cultural institution. If there is a discrepancy between income and expenses, they are adjusted: either they reduce the amount of expenses, or they plan revenues to cover the missing financial resources. Types of plans. Types of plans in cultural institutionsThere are many types of work plans. Types of plans created in general at enterprises, organizations and institutions, regardless of their industry. They may vary: It could be: Financial plan (drawn up by departments implementing financial functions); Economic activity plan (by the economic functions department); Professional development plan (by the personnel department); Thematic plan (departments organizing events dedicated to a particular topic or event); Comprehensive plan, program (general plan of the organization, which includes the plans of all its divisions). 2. According to the level of making a planned decision Federal plans; Republican; Regional and regional; City and regional; Plans of institutions and organizations; Individual plans. 3. According to the degree of directiveness: a) forecast plans(expressing indicative ideas about the planned period). These plans represent the identification of the most probable trends in the development of the sphere of culture, organization, etc., and are a theoretical prerequisite for making specific planning decisions of a directive and recommendatory nature; b) recommendation plans(usually contain installation recommendations). The indicators of the recommendation plans are of a control nature, since the minimum values of certain indicators are usually recommended for inclusion in the plan. This means that it is impossible to have indicators below the target figures (thus, the volume of work for a cultural institution is planned by a higher authority). c) policy plans. Subject to mandatory implementation. They contain a clear definition of tasks in numerical terms and deadlines for their completion. Allocations of funds from the state budget, contractual obligations, tasks related to construction, and other tasks related to the use of material, cost and labor resources for the activities of cultural institutions are planned in a directive manner. The indicators of recommendation plans are of a control nature (usually the minimum values of such indicators are indicated). This means that the company must organize its activities in such a way as to ensure the achievement of indicators not lower than the benchmark ones. This is how the volume of cultural and leisure activities is usually planned. 4. according to the time frames for which the plans are designed: Perspective (medium and long-term); Current (short-term and operational) and calendar plans. 5. A business plan is used as a program for implementing a specific project,which is a necessary set of documents, facts, information analysis, market assessment - collected into a single document, which makes it possible, if approved and supported, to receive a loan, and therefore initial capital for the development of a company, program or one-time event. Long term plans- are developed for a period of 3 to 5 years or more. In the cultural sector, such plans are usually developed at the federal and regional levels. Such plans indicate the most general indicators. Long-term planning is carried out on the basis of strategic planning. Strategic planning - vision of the enterprise in the future, its place and role in the economy and socio-economic structure of the country and region. Medium-term planning covers a period from 1 to 3 years and is more detailed. To short-term plans These include plans developed for a period of up to 1 year inclusive, as well as operational plans for a quarter, month, week. Short-term plans are also called current work plans. To operational plans These include plans developed for a decade, a week, a day and individual plans. Let us list examples of the names of plans drawn up in cultural institutions: 1. Work plan of a cultural institution for the year. 2. Work plan of a cultural institution for the 1st or 2nd half of the year (these plans are usually drawn up in large cultural institutions, or at the insistence of the founder). 3. Work plan of a cultural institution for the quarter. 4. Work plan of a cultural institution for a calendar month. 5. Work plan for a department or division of a cultural institution. 6. Work plan of a club formation (circle, team, studio, amateur association or club of interests. 7. Work plan of a cultural institution for a week, decade (for example, Days of Culture, Music Week for Children and Youth, Book Week for Children and Youth, Science and Technology Week for Children and Youth, etc.). 8. Work plan of a cultural institution for the period of political or economic campaigns. 9. Preparation plan for a single event. 10. Plan for a single event. Psychological types of leaders or how to get along with your boss. Many employees often speak poorly of their boss, considering his attitude towards them to be inattentive and biased. Whereas the boss himself, most likely, upon coming home, complains to his wife about the small number of worthy and hardworking people in his team. These disagreements can be resolved by determining the type of leader. Knowing his character, you can choose the right model of behavior and calmly run up the steps of your career. « Emperor» As a rule, this is a middle-aged choleric man who wears expensive, formal suits and likes to make decisions unanimously and unconditionally. His company is a mechanism, and employees are bolts and nuts that can be replaced if they break down. You should not directly share your ideas with him, even if they can bring obvious profit. He will criticize them and will not agree to implement them. It is better to act slowly and quietly, agreeing with his opinion. « Feudal lord» This is a calm and balanced sanguine person no older than 45 years old. He is a free-thinking boss with a progressive outlook on work. He is against global control over employees and will not check their email on the computer. Although he is democratic, he severely punishes any manifestations of insubordination, and it will be very difficult to regain a trusting relationship with him. The feudal lord can offer innovations and argue about methods of their implementation, but while maintaining subordination. There is no point in ruining his authority in the eyes of his subordinates. « Looking» This is a phlegmatic person over 40 years old who cares about his team. He is interested not only in the work life of his employees, but also in their personal lives. He believes that his company is a harmonious team of like-minded people, thanks to which the business will prosper. But you shouldn’t relax, because the leader is not a close friend. He controls all the work and your career growth, as well as your salary, depends on him. You can communicate with him as equals, but do not get personal. The main thing is to complete your work on time. « One among strangers » In some cases, this is a sanguine person no older than 35 years old, who is active and energetic. He quickly assesses the situation and makes decisions instantly, trying to maximize the performance of the team. He stays a little aloof and always creates rules that he strictly follows, because he is young and ambitious. You shouldn’t see him as an enemy, but it’s better to do all the work perfectly and he will appreciate it. « Lazy person» This is a melancholic person with little initiative who finds it difficult to make decisions. He prefers to shift his responsibilities to his subordinates, rarely appears in the office and is not interested in the life of the team. Such a leader does not spend much effort on his work, but loves to make big profits. He will happily approve ideas that will be implemented without his participation, the main thing is to describe them colorfully.
They can be a woman or a man from 30 to 40 years old, choleric in nature. Such a boss is always smiling, looks great, and dresses stylishly. Colleagues are not aware of his passions and details of his personal life, they simply love and respect him. He can make decisions and sees developments in advance. To have a career takeoff, you need to become a semblance of leadership. Be good-natured and proactive, take care of your wardrobe and appearance, then you will be noticed and appreciated. Each person is individual, so you should not neglect to find the right approach to him and then a harmonious relationship will be ensured. Thoughts about suicide, what to do? Simple ways to lose weight Insomnia causes 6 tricks to focus your attention How to cheat online casinos Russian poker - rules of the game About real masculine virtues Siberian Federal University Federal State Educational Institution higher professional education Institute of Pedagogy, Psychology and Sociology Department of Information Technology Education Advantages and disadvantages of different leadership styles. Psychological types of leaders. Effective leader: psychological portrait. Completed by: Tatyana Shelkunova 1st year master's student in the direction of "Educational Management" Krasnoyarsk 2010 1. Introduction …………………………………………………………………….3 2. Advantages and disadvantages of different leadership styles…………....5 3. Psychological types of leaders …………………………………..24 4. Effective leader: psychological portrait……………….29 5. Conclusion ………………………………………………………………..38 6. Bibliography ………………………………………………………43 Introduction Managing a company, organization, institution, its division, or a group of employees is, first of all, working with people, with each person individually. Therefore, to achieve success, you need to learn how to make everyone with whom you work, firstly, like you, secondly, are convinced that you are right, and thirdly, make maximum efforts for the success of the common cause. Today, an experienced manager spends most of his working day not on solving financial, technical or organizational problems, but on solving psychological problems that arise in the process of communicating with subordinates, colleagues and superiors. Thus, the State Standard of Higher Professional Education in the specialty "Economics", approved by the Government of Russia, states that an economist must understand the nature of the human psyche, know the basic mental functions, understand the meaning of will, emotions, needs and motives, as well as unconscious mechanisms in human behavior , be able to give a psychological description of a person, his temperament, abilities, interpretation of his own mental state, master the simplest techniques of self-regulation, and also carry out socio-psychological regulation in work groups. A manager is considered to be a person who directs and coordinates the activities of performers, who must obey him and, within the established authority, fulfill all his requirements. The manager himself can take on the functions of a performer only in order to understand the specifics of the work. Thus, the essence of a leader’s activity lies in organizational work. This is a special type of creative activity, and as the position grows, the requirements for creativity increase. However, the manager not only organizes, but also directs the work of employees; contributes to their development, and, if necessary, influences behavior, including off-duty behavior. Therefore, he must be quite well prepared not only professionally, but also pedagogically. According to J. Ader, managers perform eight practical functions: setting tasks, planning, instructing, controlling, evaluating, motivating, organizing, and demonstrating personal example. To ensure effective work, a manager must coordinate to the maximum extent the interests of individuals, groups and the solution of management tasks, so that they do not contradict each other, otherwise he will not cope with his responsibilities. This essay will discuss issues that, in our opinion, are the most important when studying the personality of a leader. 1. Advantages and disadvantages of different leadership styles. The management style of a leader with his subordinates largely determines the success of the organization and the dynamics of the company's development. The motivation of employees, their attitude towards work, relationships and much more depend on the leadership style. Each manager, in the process of management activities, performs his duties in a style unique to him. The leadership style is expressed in the methods by which the leader encourages the team to take an initiative and creative approach to fulfilling the duties assigned to him, and how he controls the results of the activities of his subordinates. The adopted leadership style can serve as a characteristic of the quality of the manager’s activities, his ability to provide effective management activities, as well as create a special atmosphere in the team that promotes the development of favorable relationships and behavior. The degree to which a manager delegates his authority, the types of power he exercises, and his concern primarily with human relations or primarily with task accomplishment all reflect the leadership style of that manager. The word “style” is of Greek origin. Initially it meant a rod for writing on a wax board, and later it was used to mean “handwriting”. From here we can assume that leadership style is a kind of “handwriting” in the actions of a manager. Leadership style is a typical type of behavior of a leader in relations with subordinates in the process of achieving a set goal. One of the components of management functions is leadership. Leadership style is the individual-typical characteristics of a sustainable system of methods, methods, and techniques for the leader to influence the team in order to perform organizational tasks and management functions. It is the habitual behavior of a leader towards subordinates in order to influence them and motivate them to achieve the goals of the organization. The style is characterized by stability, which is manifested in the frequent use of different control techniques. But this stability is relative, since style is usually characterized by dynamism. A properly developed leadership style appropriate to the current situation can overcome seemingly insurmountable obstacles. And it will lead the system to unexpectedly high end results. Leadership style is largely determined by the individual qualities of the leader. But for all their significance, personality traits do not exclude other components that shape the management style. These components constitute the subjective element of style, but style always has a common objective basis. Objectively, no matter what style is chosen by the leader, his choice is determined by a conscious goal that characterizes the way and method of his actions. In addition, there are other objective components of style. These include: control pattern; specifics of the specific activity; uniform requirements for managers; social and psychological traits of performers (age, gender, qualifications, profession, interests and needs, etc.); management hierarchy level; management methods and techniques used by senior managers. These objective components of style show the combination in the activities of a manager, the production function and the function of regulating relationships in a team, the nature of the traditions and communication techniques that have developed in it, and thereby the style of work. The study of leadership style has been conducted by psychologists for more than half a century. Researchers have now accumulated considerable material on this problem. Each manager, in the process of management activities, performs his duties in a style unique to him. The leadership style is expressed in the methods by which the leader encourages the team to take an initiative and creative approach to fulfilling the duties assigned to him, and how he controls the results of the activities of his subordinates. The adopted leadership style can serve as a characteristic of the quality of the manager’s activities, his ability to provide effective management activities, as well as create a special atmosphere in the team that promotes the development of favorable relationships and behavior. Any management activity also has a subjective basis. Before making any decision, a leader first mentally thinks through all possible ways of influencing subordinates and chooses, depending on the situation, the most appropriate ones in his opinion. And, despite the fact that the manager’s responsibilities are prescribed by the job description, the work style bears the imprint of the manager’s unique personality. It is in the style of a leader that his personal qualities are manifested, which vary somewhat depending on the characteristics and needs of the team. The style is strongly influenced by the intelligence and culture of the leader, the level of professional and political training, character traits and temperament, the moral values of the leader, the ability to be attentive to subordinates, the ability to lead a team, create an atmosphere of passion for work, intolerance for shortcomings and indifference. Consequently, in the leadership style, on the one hand, its general objective basis is distinguished, and on the other hand, the methods and techniques inherent in a given manager for carrying out management functions. The objective component of style is determined by the totality of social and economic requirements for leadership activities. Subjective components are characterized by the personality traits of the leader. But if the style cannot clearly identify its objective basis, then no, even the most excellent, qualities of a leader can ensure the success of the organization. The main factors characterizing leadership style can be identified: Requirements for managers in terms of their competence, efficiency, responsibility, personal qualities, morality, character, temperament, etc.; Types of leaders Let's look at some types of leaders about whom HR managers it is extremely important to know and take them into account in your work. Depending on the use one or another way to achieve the goal There are managers focused on organizational measures and managers focused on subordinates. Towards use of power stand out: ¨ Unitarian striving for complete concentration of it in his hands (this allows him, relying on devoted people, to single-handedly solve problems and suppress the resistance of subordinates; ¨ pluralist who recognizes other people's opinions and needs, seeks to link them with the interests of the organization and his own, on which he bases his power. He recognizes the positive side of conflicts; manages them for the benefit of the organization and strengthening its position. Typology of managers according to their attitude towards others given by M. Eichberger. 1. Despot. An authoritarian constantly compromises his subordinates in the eyes of others, the reason for which is loneliness, self-doubt or excessive demands. You cannot argue with such a leader without “iron” arguments; it is better for him to “play along”, verbally emphasizing his importance, but do it his own way or, without showing resentment, leave. 2. Patriarch. A professional, he is firmly convinced that only he alone knows everything, and therefore expects unquestioning obedience from his subordinates. The subordinate should present his ideas as a reasonable development of his thoughts, and ask for his help and advice as often as possible. You can attract attention through activity and higher professionalism than the job requires. The patriarch enjoys recognition and even love in the team, because he knows the problems of his employees and helps solve them. 3. Single wrestler. Reluctant to share information, even necessary for business, avoids contacts (fenced off by a secretary and impenetrable doors). He does not like long conversations, especially about trifles (in this regard, it is better to present business proposals in writing), discussions of his decisions and criticism of himself. His attention can be attracted by hard work, asking him to evaluate its results and a calm attitude towards success. 4. The Iron Lady. Cold, authoritarian, self-confident, feels strong, rejects discussion of problems as an ineffective way to solve them. He does not allow insubordination and does not skimp on punishing poorly performing people. You can attract attention by making someone clearly feel business and professional success, ambition, determination, and self-confidence. 5. Elder sister. Practicing female leadership style , discussions and collective creativity, appreciates the team spirit of employees, provides them with patronage and assistance, expecting effective work in return. As a strong personality, he prefers the same colleagues , does not tolerate laziness, intrigue , shifting responsibility. Τᴀᴋᴎᴍ ᴏϬᴩᴀᴈᴏᴍ, attaches importance to both business and social competence. You can attract attention with new ideas and proposals, or by talking about your experience. 6. Amateur. It ranks not thanks to knowledge and experience, but to connections. His weakness as a leader may cause informal leader , easily gaining influence, to suppress which any opportunities will be used. There is no point in complaining about him, because he is supported at the top, and it is useless to attract his attention, since he does not understand anything. In its own way focus on a certain nature of action leaders are divided into passive and active. Passive leaders(executive type managers) are afraid of risk, are dependent, indecisive, and act according to a template. Their main goal is to maintain their positions in the organization at any cost. There are several types of passive managers. For specialists characterized by high professionalism, love of discipline and order, peacefulness, immersion in work, lack of initiative. They do not pay attention to leadership, they themselves are prone to subordination and adaptation, and do not interfere with the free communication of subordinates. Close to them integrators who value a good moral and psychological climate, and in connection with this they care about order, do not allow internal competition, and smooth out contradictions. They have a tendency to be opportunistic and act according to others. Masters exercise total control over the performers, demand undivided obedience, actions according to the scheme, suppress criticism addressed to them, interfere with communication, exchange of information, are afraid of innovations and risks - in a word, everything that can shake this position and reveal their incompetence . Company people They create the impression of vigorous activity, preoccupation with the problems of the organization and try to convince others of their indispensability. In fact, they only “skim the surface” and give general advice without interfering with real processes. In general, passive managers are indifferent to the needs of the organization and subordinates and are focused on themselves and their own interests. Active leaders(leaders of the initiative type) strive to expand their sphere of influence in order to gain even more personal authorities and achieving the common good. There are two types of active leaders who are self-oriented. First type ¾ jungle fighters. These people strive for undivided power, divide the world into accomplices and enemies, destroy competitors and fight against everyone, using subordinates for this. Taking into account the dependence of the methods used in this case, they are divided into Lviv operating openly, and fox, engaged mainly in intrigue. The second type of self-oriented active leaders ¾ players. It is worth saying that for them the main interest is not so much the job title how long is the process of achieving it? They challenge everyone, attract the right people, trying to get ahead of their competitors with their help. But the players are only content with momentary victories at any cost and, unable to cope with real affairs, destroy more than they create. The third type of active leaders, focused on the interests of the organization, includes the so-called open those seeking power for the sake of change in the interests of the common good. Usually these are mature professionals who have their own vision of the future and know the real needs of the organization and people. As a rule, these leaders have a pre-developed action plan and know how to implement it, despite all obstacles. They strive for change, quickly respond to new things, encourage independence in their subordinates, a creative approach to business, extensive communication, take criticism into account, use unconventional methods of work, and take reasonable risks. They are tough, powerful, uncompromising, purposeful, energetic, realistic, decisive, flexible. From point of view approaches to leadership distinguish between the so-called leaders of yesterday and those of today. The differences between them can be seen from the table:
From point of view performance results leaders are divided into successful and effective. The first, as the analysis shows, pay more attention to social and political activities, information exchange and work with documents and less to management staff ; effective in working with documents and information and, above all, in personnel management. They identify managers with whom it is difficult to communicate. Let us list these categories of managers. 1. Bully fights for power and strives to control others, but is afraid that his weaknesses will be figured out, and therefore avoids close contacts, and for this purpose he intimidates everyone. You need to talk to him calmly, not paying attention to barbs, control yourself, avoid collisions and try to take the initiative into your own hands. 2. Slow, demonstrating friendliness and goodwill, tries at any cost to evade or delay the adoption of a specific decision, and gets off with actions of a general nature. He needs to be shown the importance of his functions, encouraged, instilled with confidence, and taken on some of the responsibility. 3. Fighter may suddenly explode and shout at everyone, believing that this is restoring justice (real or imaginary), which is his goal. He needs to be confronted constructively, avoiding breakdowns, and direct energy to solving real problems. 4. Flatterer smiles constantly, is friendly, humorous, tells people what they want to hear, but avoids direct conversations and actions. Needs support and approval from others. 5. Pessimist seeks to hide his shortcomings, does not believe in others and their capabilities. You cannot argue with him and support his negative statements, but act independently, but if it is extremely important, help in solving problems. 6. Know-it-all really knows a lot, but acts as if he knows everything, blames others for mistakes, is unable to listen to advice, fearing to lose himself in the eyes of others, and therefore does not like teamwork. You should not conflict with him; It is better to listen and express appreciation. 7. Introvert secretive, afraid of hurting the feelings of others. 8. Incompetent pretends to a lot, but doesn’t understand a lot; therefore, he steals other people’s ideas, presenting them as his own and is afraid to show his shortcomings. We need to help you become competent, and document your own contribution to the matter. 9. Lazy person(slob) cannot determine priorities, is sloppy, disorderly in business and in life, does not want to bear responsibility. We need to help achieve greater order. 10. Abnormal. Behavior deviates from the norm in any relationship. He is afraid of responsibility and does everything to protect himself. Strategy for dealing with difficult bosses: ¨ don’t argue, do everything at your own pace; in some way (but not in the main thing) to meet him halfway; ¨ try to understand; It must be that he is not difficult, but simply different; ¨ do not try to change the boss, but improve your own behavior; ¨ talk frankly and get to know the relationship: perhaps he just needs support; ¨ leave for another job; ¨ complain to the boss’s manager (if they are not the same clan), but be objective. By level of competence The following types of managers are distinguished: ¨ performing standard operations and prescribed procedures, responding to events in accordance with experience and rules; ¨ professionally interested in developing their own abilities, having systemic knowledge, the inclinations of creativity, the ability to work with conflicting ideas, and self-control; ¨ creative personalities having individual norms and values, incl. contrary to generally accepted standards. Types of leaders - concept and types. Classification and features of the category “Types of Leaders” 2017, 2018. Did you like the article? Share with your friends!
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