Authoritarian method of leadership. Leadership styles, their types

Last update: 01/04/2014

The authoritarian style of management, also known as autocratic, is characterized by individual control over the adoption of absolutely all decisions, which takes place with little or no participation of group members. Authoritarian leaders tend to make choices based on their own ideas and judgments, and rarely take advice from subordinates. The authoritarian style of management, in comparison with, implies absolute, sole control over the group.

Characteristics of an authoritarian style

• the opportunity for group members to contribute to organizational work is limited or non-existent;
• all decisions are made by the leader;
• the leader of the group dictates his conditions and methods of work;
• group members are rarely trusted to solve important tasks, etc.

Benefits of an authoritarian management style

This management style can be useful in some cases - for example, when decisions need to be made quickly without consulting a large group of people. Some projects require a strong manager to get things done quickly and efficiently.
Have you ever worked with a group of students or co-workers on a project that was derailed by poor organization, lack of leadership, and failure to set deadlines? If yes, then chances are your group or team's performance has been hit hard. In such situations, a strong leader who uses an autocratic management style can take responsibility for the work of the group: he will distribute tasks to different members of the group and set precise deadlines for the completion of the project.
In particularly tense situations, such as during military conflicts, group members may actually prefer the autocratic style of leadership to all others. This allows them to focus on specific tasks without having to worry about making complex decisions. It also allows the members of the group to be highly qualified in performing any specific duties that can benefit the group.

Disadvantages of an authoritarian style

Although the autocratic leadership style can sometimes be effective, it is not uncommon for this style to bring problems to the team. People who tend to abuse the autocratic style are often seen as overbearing dictators, and their behavior can often lead to discontent among the rest of the group.
Since authoritarian leaders make decisions without consulting the group, people may not like the fact that they do not have the opportunity to bring new ideas to the group process. The researchers also found that authoritarianism often results in a lack of creative solutions to current problems, which can ultimately have a negative impact on group performance.
While there are some potential pitfalls in the most authoritarian management style, leaders can learn to use the elements of this style wisely. For example, the authoritarian style can be used effectively in situations where the leader is the most experienced and skilled member of the group, or someone who has access to information that other members of the group cannot.

Management style is a stable system of ways, methods, techniques for influencing the leader on the team, organizing joint activities to achieve significant goals. The correct choice of management style largely determines the success of management, and hence the efficiency of the enterprise.
Undoubtedly, the style of management is influenced by the personality of the leader, who, even by his character or temperament, can determine one or another style. Not the last place is occupied by the moral and business qualities of the leader in the formation of the management style. In any case, management style is a rather complex phenomenon that is studied by management psychology and other sciences that study the relationship of people in the field of production, management, and economics.

American psychologists are quite resolute about the potential possibilities of shaping management style. Their position is unequivocal - the management style should be formed. This should be done by the leader himself by restructuring both his personality and by making appropriate decisions to change the structure of the working group, the daily routine and other factors that affect production.

Characteristics of the main management styles

American scientists in the field of management psychology R. Blake and D. Mouton have developed a table of management styles, with which you can choose the most effective management style, depending on the individual qualities of the manager and the needs of production.

They took as a basis two qualities of a leader, which he manifests in the process of managing an enterprise. This is concern for people and concern for production efficiency. Depending on this, scientists have identified five main management styles. However, there are many intermediate options between them, because those properties that Blake and Munton took as starting points are rarely found in their pure form.

The meaning of their classification is that the manager is constantly faced with a choice: either to increase the volume of production by increasing the efforts of employees, or to choose a policy that meets people, but the interests of the manufacturer will certainly suffer.

Another important factor in the Blake-Mouton system is the collective management factor. It is decisive in the case when the manager is faced with the task of significantly increasing production volumes and at the same time causing less harm to people.

When choosing a management style, a manager should know that he needs more time for this time: improving relations with workers or completing production tasks. Thus, the Blake-Moonton system is quite flexible and allows the leader to constantly change his tactics and management style.

Authoritarian management style

The authoritarian style of management is characterized by excessive centralization of power: the leader concentrates all power in his own hands, takes over all, even partial, management functions and tries to eliminate all the necessary self-regulatory mechanisms of this process.

The autocrat autocratically decides most of the issues of the life of the team, does not consult with anyone, does not strive for collegiality in work. In working with subordinates, the leader tends to exaggerate administrative methods of influence. Stimulating the labor activity of subordinates, he uses mainly negative incentives: remark, warning, reproaches, threats, reprimands, punishments, deprivation of benefits, prohibitions that cause subordinates to feel anxiety, anxiety, fear, oppression.

The authoritarian style is characterized by a very high intensity of control over the work of subordinates by the leader. He seeks to personally control everything and everyone. He does not trust anyone, he constantly keeps in sight all aspects of the life of the team. In this way, he achieves the exact and obligatory fulfillment of his requirements, but at the same time increases the dependence of his subordinates on himself.

Democratic management style

A study of the performance of each style proved that the most effective is the democratic style of management, which creates conditions for efficient production and a favorable moral and psychological climate in the team.

Typical for a democratic style of management is the use of positive incentives to work: encouragement, prospects for tomorrow's joy, relying on a person's natural attraction to pleasant things, satisfies his needs more fully. The democrat expresses his demands most often in a soft, consultative form: wishes, advice, recommendations. Democratic style means that the leader is striving to take into account the opinions of other specialists, to check his thoughts, ideas, and decisions collegially. At the same time, compromises are required.

In a democratic style of government, there is a tendency to spread publicity: the decision-making process should be open to all. Constant meetings with purposeful information improve relations between people, coherence in actions, group orientation, develop a sense of shared responsibility among employees, which positively affects labor productivity.

A democrat constantly cares about the cohesion of the labor collective, strives to maintain the unity of workers, and prevents complications in human relations. Good relationships help them cooperate. A democrat works with the team as a whole, does not particularly separate anyone, does not violate official subordination, does not oppose his deputies to their subordinates, and is not stereotyped in assessments and behavior.

He is well oriented in people, knows how to abstract from personal qualities, subjectivity in assessments and adequately understand other people. The democrat takes into account the individual personality traits of subordinates in his work: he studies their needs, interests, causes of social activity and seeks to harmonize them with the interests of the case. When organizing production activities, he takes into account the psychology of the personality of the subordinate, selects assignments and tasks for him, determines the means of influence, the content of the requirements.

Liberal management style

The liberal style is often called permissive, anarchist. Its main difference is the insignificant activity of the leader in management. He is little interested in the process of daily work, he does not often visit production units, and weakly exercises control functions.

Such a leader spends most of his working time on meetings, desk work. As a result - poor awareness of the state of affairs in the enterprise. A liberal is an undemanding person. Often such a leader, at his own discretion or indirect initiative of an informal leader, delegates, delegates his powers to him. At the same time, the degree of personal participation of the manager in management does not reach the optimal level.
Often it comes to the point that he is forced to persuade his subordinates to do this or that work, and even he himself undertakes to carry out assignments that have not been completed by subordinates.

Thus, knowledge of the psychology of people and oneself personally helps the leader to choose the right management style, on which the effectiveness of structures subject to him largely depends. Psychology makes it possible to select a management style on a scientific basis, taking into account factors that are already defined and developed in scientific theories and concepts.

The choice of management style is a very important stage in the development of any manager. Style and character have a huge impact on your team. Most importantly, knowing your style and character, you can accept people who fit your style, thereby reducing the number of managerial errors. Despite the importance of management style, novice managers tend to simply copy the behavior of their boss. Such imitation sometimes turns out well. But more often it does not look natural, it does not allow to establish relations with subordinates, and most importantly, such a manager will not be able to reveal his talents.

What a leader should know

I am often asked: what should a new leader know first of all? As a rule, everyone is very interested, especially and. You can also hear questions about. They like to ask these questions on. Much less often, young managers think about what style of personnel management they should choose. In most cases, a novice leader simply copies the behavior of his boss. He simply did not see another. The fact that people can be controlled in different ways is taught very rarely.

Training of operational management is the task of middle managers, training of middle managers falls on top management. You should not hope that a person brought some practices from the university or found them somewhere on the street. Manager training should include several fundamental things.

Understanding the goals and objectives for the current position

An explanation of what tasks the manager solves and what tools he uses will help the manager understand how his new position differs from the previous one. At this stage, the manager needs to explain the difference between an operations manager and a subordinate, between a middle manager and a lower level manager. When moving from one position to another, the employee does not always understand how his duties have changed. Often an employee tries to continue doing what he can and what he can do. For example, the seller was promoted to , but he is still eager to sell in the fields.

Thoughtful team building depending on the temperament of the manager

First of all, you need to pay attention to the formation of the team, the definition of the management style, the definition of the portrait of a candidate for a new team. The main task of a manager is to manage resources, and people are the most difficult resource. A young leader often does not understand how important it is to him. The direct manager always talks more about daily operational goals, and team building is important, but not urgent, so it often falls out of sight. It is rare when a leader helps his subordinate to decide on his management style and draw up a portrait of an ordinary member of his team.

The style of management depends primarily on the temperament of the person. Temperament has a decisive influence on the selection of people. Now imagine that the temperamentally phlegmatic is trying to use an authoritarian management style. First of all, it will be hard for the employee, as a result, the young leader quickly. The consequences of such management for the team can be very deplorable.

There is an opinion that a good leader should be a choleric. In fact, there are many examples of successful managers of various temperaments. But the most important thing is that people with pronounced features of the same temperament are very rare. Rather, you can see a mixture of different temperaments from which the character is formed. Temperament is the innate features of the psyche, character is a set of human behavior, developed on the basis of his temperament and habitat. Character can be changed both consciously and unconsciously under the influence of the external environment. Temperament will always be with a person, all you can do is learn to control it.

Leadership styles in management

Leadership styles (management styles, management style, leader styles) are a set of behavior and interaction methods between a leader and a subordinate. We have already talked about management styles in an article about.

In general, it is customary to distinguish three main managerial styles: democratic, liberal and authoritarian. These three styles balance between two important characteristics of the staff: and the initiative of the employees.

Good discipline forms high manageability, it is easy for the manager to implement any of his ideas. The working day of the staff is fully scheduled and everyone knows what to do. We discussed the importance of discipline in the article -. But discipline completely suppresses the initiative of the staff. What does it mean? Employees will not make suggestions for improving and optimizing work, they are passive and, as a rule, are not interested in the overall success.

Authoritarian management style

The authoritarian style of management implies full attention to the task being performed to the detriment of the interests of the personality of the performer. The attributes of the authoritarian style are: ignoring the opinions of the team, suppressing dissent, strictness and even bias in assessing the activities of subordinates. The consequence of such management is a non-initiative staff, incapable of independent action. In general, in the realities of the modern labor market, an authoritarian management style is possible only with the recruitment of personnel ready to endure such an attitude. As a rule, these are melancholic, although it happens that completely different people are ready to endure a charismatic dictator.

The authoritarian leadership style is great for quick one-time tasks, also in situations where there is a very strong charismatic leader, and also when nothing more than executive discipline is required to achieve results.

Democratic management style

The word democracy is in every news release, in the 21st century, wars begin for the sake of democracy. The word itself has Greek roots and means - the power of the people. The leader of the democrat makes all his decisions jointly with the team and relies on its opinion and support. All decisions are supported by the team, the team makes suggestions for improving work processes and takes the initiative. It is worth noting that in fact, being a democrat is much more difficult than being a dictator. Since he is a democrat, he must still lead the people, that is. It is not so easy to achieve this, the team will initially reject all new leaders. That is why novice leaders often slip into an authoritarian style.

The democratic style is the most flexible, it is suitable for solving various problems. The most important thing is the good managerial competence of the manager who preaches this style. For a democratic style, it is very important that all team members are interested in the final result. The democratic style is applicable in sales, in the management of managers, in teams where non-trivial tasks are solved and creativity is required.

Liberal management style

The liberal style of government is often called free, sometimes even anarchist. The bottom line is that the subordinate is given maximum freedom of action. Sharp corners are smoothed out, management does not conflict with subordinates due to minor misconduct. In such a team, discipline as such does not exist. In general, this type of management is in demand when the subordinate is motivated to complete the task. As a rule, these are creative teams, as well as narrow-profile highly qualified employees, a kind of genius. For the work of such personnel, broad autonomy is needed, since driving them into a common framework reduces their creativity and creativity.

A correctly defined and successfully applied management style allows the most successful use of the potential of all employees of the enterprise. With the help of an established management style, job satisfaction and employee productivity are achieved.

Management style is the way in which a leader manages subordinate employees, as well as a pattern of behavior of a leader that is independent of a specific management situation. Through an established management style, job satisfaction can be achieved and employee productivity is encouraged. At the same time, there is no optimal management style, and it is possible to speak about the advantage of one or another management style only for a certain management situation.

There are the following management styles:

Task Oriented, which must be completed, while, according to Bisani, the leader:

condemns insufficient work;

encourages slow-working employees to put in more effort;

emphasizes the volume of work;

guides with an iron hand;

draws attention to the fact that its employees work with full dedication;

encourages employees through pressure and manipulation to even greater efforts;

requires more performance from low-performing employees.

Research by Halpin-Wiener and Peltz shows that such leaders:

are often more positively characterized by their superiors than personality-oriented leaders;

are positively evaluated by their employees if managers have influence "at the top".

Learner-Centered in which the focus is on employees with their needs and expectations. According to Bisany, Head:

pays attention to the health of employees; takes care of good relations with his subordinates; treats his subordinates as equals;

supports its employees in what they do or should do;

stands up for his employees.

A leader who manages on the basis of personality cannot, however, immediately count on the full satisfaction of his employees. For this, the influence and respect of the leader "at the top" are important, on the basis of which he is able to protect the interests of employees.

Management style has three problems:

1. The results to be achieved with a management style have several components that cannot be put together.
2. Absolute management style is seen as a way to increase productivity.
3. The management situation is regarded as unchanged, while over time it can change and the manager must accordingly change his attitude towards individual employees.

Control styles can be single or multidimensional. The management style is one-dimensional if one evaluation criterion is considered. One-dimensional are authoritarian, corporate and other styles of management, and the first and second styles are diametrically opposed to each other.

Authoritarian management style. With this style of management, all production activities are organized by the head without the participation of subordinates. This style of management can be applied in solving current problems and involves O a greater distance in education between the leader and the subordinate, as well as the material motivation of employees.

Supervisor by virtue of his legitimate authority governs his subordinates and expects obedience from them. He makes decisions without justifying them to subordinates, while proceeding from the fact that, unlike his subordinates, he has O greater understanding and knowledge of the matter, which, of course, should not be. The decisions of the head have the character of orders that must be unconditionally carried out by subordinates, otherwise they may expect sanctions in relation to themselves;

The leader keeps a distance in relations with subordinates, informs them of the facts that they must know in order to fulfill their tasks. He controls whether his orders are followed and to what extent. Signs that emphasize the position of a person in the eyes of the people around him (for example, a car) support the reputation of a leader with power.

high awareness;

high self-control;

foresight;

good decision making ability;

penetration ability.

subordinates- addressees of orders. According to "theory x And xy:

the average person is lazy and, as far as possible, shirks from work;

workers are unambitious, afraid of responsibility and want to be led;

pressure on subordinates and sanctions against them are necessary to achieve the goals of the enterprise;

strict management of subordinates and private control over them are inevitable.

In this style of management, the motivation of subordinates is often limited because the leader separates socially, transfers, as a rule, less interesting work to subordinates and maintains in them the fear of threatening sanctions. Subordinates become indifferent to the leader, as well as to the enterprise. They get information because of the information barriers set by the head in unofficial ways.

recognition of the head by the sole authority;

recognition and implementation of orders of the head;

lack of desire to possess the right to control.

The disadvantages of the authoritarian style lie in the weak motivation for the independence and development of subordinates, as well as the danger of erroneous decisions through excessive demands from managers regarding the quantity and (or) quality of work.

Corporate management style. With a corporate style of management, production activities are organized in the interaction of a manager and a subordinate. This style of management can be used when the creative content of the work prevails and assumes an approximately equal level of education of the manager and subordinates, as well as non-material incentives for the employee.

Typical signs of a corporate management style:

Supervisor manages subordinates, including them in the decision-making process for which he is responsible. He expects concrete help from his subordinates, makes decisions taking into account their suggestions and objections. He delegates his powers as far as possible, and orders only when necessary. At the same time, he recognizes the abilities of subordinates and realizes that he cannot know everything and foresee everything. Only the result of the work is controlled, self-control is allowed.

The manager not only informs in detail about the actual state of affairs, which must be known to complete the tasks, but also provides other information about the enterprise. Information serves as a means of control. The leader does not need signs that emphasize his position in the eyes of the people around him.

Requirements for a corporate managing director, according to Shtopp:

openness;

trust in employees;

waiver of individual privileges;

ability and willingness to delegate authority;

official supervision;

results control.

subordinates are seen as partners capable of doing the "day-to-day work" relatively independently. When evaluating subordinates with this leadership style, they most often proceed from the "theory at theories hu, according to which:

the unwillingness to work is not inborn in nature, but the result of poor working conditions, which reduce the natural desire to work;

employees take into account the target settings, have self-discipline and self-control;

the goals of the enterprise are achieved in the shortest way through monetary incentives and the provision of opportunities for individual development;

with a favorable experience, employees are not afraid of responsibility.

The active position of subordinates increases their motivation, which leads to improved work results.

Requirements for corporately managed subordinates, according to Shtopp:

desire and ability to bear personal responsibility;

self-control;

use of control rights.

The advantage of corporate style is the adoption of appropriate decisions, high motivation of employees and unloading of the manager. In addition, the development of employees is supported. Disadvantage - corporate management style can slow down decision making.

Managing the method of delegation of authority. Such management is a technique in which competences and responsibility for actions are transferred, as far as possible, to employees who make and implement decisions. Delegation can be directed to any field of activity of the enterprise. However, one should refuse to delegate typically managerial functions of leadership, as well as tasks with far-reaching consequences. When delegating authority, the burden is removed from the manager, the employees' own initiative is supported, their labor motivation and readiness to bear responsibility are strengthened. In addition, employees must be given the confidence to make decisions on their own responsibility.

In order to successfully apply delegation management, you must:

delegation of tasks to employees;

delegation of competencies to employees;

delegation of responsibility for actions to employees;

exclusion of the possibility of recalling delegated powers or transferring them from one employee to another;

establishing the procedure for regulating exceptional cases;

exclusion of the possibility of intervention by the manager with the correct actions of the employee;

obligatory intervention of the head in case of an error and obtaining results, settled in a special manner;

acceptance by the manager of responsibility for leadership;

creation of an appropriate information system.

The transferred tasks should correspond to the abilities of the employees, be predominantly homogeneous, complete in form. Delegated competences and responsibility for actions should correspond to each other in scope.

Advantages delegate method control:

leader unloading;

the ability to quickly make informed decisions; employees are transferred competences and responsibility for action;

promoting the development of one's own initiative, labor motivation among employees.

Disadvantages of managing the delegation method:

the leader delegates as few interesting tasks as possible;

hierarchical relationships can be asserted;

strong focus on tasks, not on employees;

establishment of hierarchical relations "horizontally".

Why do managers not delegate enough authority?

1. Fear that subordinates are not competent enough to carry out orders (make mistakes).
2. Distrust in relation to the competence of subordinates.
3. Fear that subordinates acquire high competence too quickly.
4. Fear of losing one's value and its attendant benefits.
5. Fear of losing one's own authority or status.
6. Fear that the manager himself will lose control over this issue.
7. Fear of risk.
8. Unwillingness to give away work that the manager himself is good at.
9. Inability to advise subordinates and manage them.
10. Lack of time to advise and manage subordinates.

Why are subordinates not ready to take responsibility?

1. Lack of self-confidence.
2. Lack of information.
3. Fear of possible criticism.
4. Insufficient positive response to successfully completed assignments.
5. Insufficient employee motivation.
6. Negative workplace atmosphere.

How to delegate?

1. Carefully select the tasks to be delegated.
2. Carefully choose the person to whom to delegate.
3. Delegate predominantly "final results" instead of the exact methods of completing the task.
4. Be prepared for the fact that mistakes will be made and that they need to be forgiven.
5. Give enough authority to complete the task to the end.
6. Inform others what is delegated and to whom.
7. Delegate gradually and complicate delegated tasks.

The application of a particular style, as well as its results, depend on many factors. This is, first of all, complete mastery of one of the leadership styles, the predisposition of the team to the perception of the style of management and leadership sometimes imposed on it from above. When mastering the science of management, it is very important to avoid mistakes. An analysis of the activities of managers at different levels and various enterprises allowed specialists to identify the most common mistakes made by managers. The ten main mistakes in personnel management in an enterprise can be formulated as follows;

1. The desire to do everything yourself.
2. The tendency to let things take their course.
3. Prejudice against certain workers.
4. Frozen, schematic or doctrinaire installations.
5. Excessive susceptibility to a different, including critical, opinion.
6. Self-satisfaction or arrogance.
7. Immunity to the suggestions of employees.
8. Obvious disrespect for the personality of the employee, for example, the permissibility of criticism in front of others.
9. Explicit distrust of employees.
10. Insufficient consistency in actions.

Conversely, the experience of successful enterprises has shown that the leaders of these enterprises to a much greater extent:

1. value knowledge of the matter;
2. treat people as equals;
3. reward fairly;
4. detect errors objectively;
5. reliable and loyal;
6. listen to opinions that differ from their own;
7. appreciate progress;
8. have the authority of experts in the matter;
9. devoid of bias;
10. endure criticism;
11. are capable of change than the heads of low-success enterprises.

The style of management or leadership is the most important factor in the management of an enterprise. Correctly defined and successfully applied style allows the most successful use of the potential of all employees of the enterprise. That is why in recent years many firms have paid so much attention to this issue.

"Style is the person." In influencing subordinates, communicating with partners, clients, the personality traits of any boss are manifested. The concept of leadership style is directly related to the essence of management. How do adherents of radically opposite methods solve various managerial issues? Read our review.

Three Methods of Leadership

Management methods are diverse, but for scientific purposes they are divided into three main groups:

• administrative-organizational, or command methods;
• economic;
• psychological methods.

An experienced manager, taking into account the situation and the characteristics of the team, selects a set of the most effective measures from each group.

The choice of methods and the frequency of their application are influenced not only by objective reasons, but also by the personal preferences of the manager. “Favorite” skills in general leave an imprint on all business communication with colleagues. Team leadership styles are a set of methods and measures implemented by a manager.

Typology of styles

The typology of Kurt Lewin is in demand and relevant today. The psychologist identified three management styles: autocratic, democratic and neutral. Styles differ in management methods, control systems, the presence or absence of delegation of authority.

The authoritarian leadership style is based to a greater extent on organizational and administrative methods, sanctions and rationing. Collegiate - social, psychological and economic. The liberal style does not require a clear methodological system.

Authoritarian leadership style

It is common for an autocrat to concentrate all work processes under his close attention: “Where it is not yourself, there is a grave!” He always relies only on his own strength. Usually, the autocrat believes that subordinates do not like to work, like "little children" they need to be forced. Gives orders and orders, insisting on complete obedience. Violation of its requirements is punishable by sanctions. "Minimum democracy, maximum control." All actions of the personnel are clearly regulated by instructions, regulations and require the constant participation of the authorities.

This style of leadership in the organization is aimed more at improving the efficiency of the work process. It gives such results as: high productivity, profitability, overfulfillment of the plan. On the other hand, the leader chooses a position outside the group, and the socio-psychological climate and collective interests are not always taken into account. The subordinate ceases to be a person, but turns into a "bolt" of the bureaucratic system.

The advantage of a strong control function sometimes translates into a 25-hour workload for a manager! The strengthening of bureaucracy with the growth of the organization deprives management decisions of efficiency.

The authoritarian style of leadership is not for every manager. For an adherent of this style, it is important to "maintain authority", not sinking to permissiveness, arbitrariness. Planning tactics, strategies, results orientation, and not blind observance of prescriptions and instructions will help to avoid traps. The authoritarian style of leadership is characterized by maintaining discipline at a high level, therefore, in a crisis, it is simply necessary in a crisis.

Pros and cons of the autocratic style

Thus, the authoritarian leadership style has many disadvantages, and therefore is effective only with experienced, skillful leadership. Let's apply in certain production, crisis situations connected with debts, the termination of deliveries, possible bankruptcy. But on the condition that subordinates agree to such methods and forgive the "king" of the dictator's manners for the results achieved.

Democratic style

The democratic style of leadership is effective in terms of productivity and is not inferior to the autocratic one. Employees under the leadership of a democrat form a close-knit team, are satisfied with their work and labor relations, are active and enterprising.

The leader-democrat always organizes the discussion of the problem. As they say, “one head thinks well, but two or more think better.” The collective method of making managerial decisions increases the likelihood of their correctness.

With a collegial style, much time is not lost in the control process, because the manager's attention is drawn to the results of work, and not the entire course of work, as in autocratic management. Powers are actively delegated to employees who monitor the results of work. For a Democrat, the personnel is the main resource and source of information.

Motivation in the team is increased due to interest in the personality of the employee. People feel their involvement in a common cause. This style of leadership in the organization allows you to implement well-functioning feedback.

What are the strengths and weaknesses of the democratic style?

This style is applicable in the conditions of formation, growth of an enterprise with a fairly stable team. It is very useful in situations of crisis in the internal environment of the company, in case of problems in relationships, work processes.

Authoritarian-democratic style

The presence of indisputable advantages of collegial management does not mean "writing off" the authoritarian style. In management practice, a combined leadership style is actively used - "authoritarian-democratic", combining the advantages of the two styles.

A complex approach containing contradictions at the core. What to prioritize: creativity (democratic methods) or discipline (organizational methods)? The selection of the main parameter for a particular situation is carried out by ranking factors or a combination of methods. For example, maintaining democracy in the decision-making process and authoritarianism at the stage of their implementation.

Conclusion

Basic leadership styles should be applied according to the situation. An experienced manager has different approaches. But it is impossible to radically change styles because of the psychological inclination towards certain management methods. An autocrat is not able to turn into a democrat overnight, but he can adjust his own management style to suit the circumstances.

A diverse arsenal of methods and methods of personnel management contributes to successful activities in the field of management. The development of these skills cannot occur by itself, just as managerial talent does not arise spontaneously, it must be developed and trained.