As we could see, the question of the stylistic certainty of leadership behavior has now been raised almost exclusively in the plane of qualitative analysis. Whether we are talking about the differences between democratic and authoritarian leadership or about the dominant orientation of the leader's behavior towards a task or towards human relations, everywhere we are dealing with typologies built on certain qualitative statements. The state of affairs remains, in general, the same even with a more nuanced interpretation stylistic originality when, for example, one speaks of "benevolent-authoritarian" leadership.

As some hint of overcoming this cognitive situation, we can consider the two-dimensional models of leadership discussed above. They introduce into the issue of identification of leadership style the idea of ​​scaling according to two indicators, called differently, but essentially in terms of content practically coinciding with the same orientation to the task or to the person. The research methodology only seems to be updated, but in reality it has remained basically unchanged, although more complexly expressed. Characteristic in this regard is that, for example, Blake and Moutoi do not attempt to develop the idea of ​​scaling in detail and dwell on five types of leadership that could be identified purely a priori through qualitative classification.

At the same time, the need to supplement qualitative typology with quantitative analysis, or even put it at the basis of the methodology for determining style, is felt by everyone. The fact that this need has not yet been fully satisfied is due to the lack of theoretical and practical means of parameterization of interpersonal interaction occurring in a business context. As one of the first attempts to overcome this methodological impasse can be considered research project on the analysis of transactional interaction using the methodology of influence matrices developed by a working group led by A. Kotelkin and M. Musin.

Within the framework of this research approach, the parametrization of the structural features of the system of relations projected both into the intraorganizational context and into the plan of interorganizational interaction is carried out. It is important to emphasize that these parameters are computable character, although the calculation procedure may in some cases be based on expert opinions. Some of these indicators are directly related to leadership style. Such as, sociability factor(manager), or informality factor(all types of intraorganizational transactions). Both of these parametric quantities are characterized as organizational culture enterprise in general, and management style in particular. In addition, within the framework of this project, such an interpretation of the term “relationship style” itself was given, which directly introduces it into the context measurements.

As a result, the typology of interpersonal interaction modes (in particular, the manager with his subordinates) - "confidentially detailed", "usual", "succinctly businesslike", "super-concise", "command-imperative" style of communication - ceases to be the subject of only a qualitative analysis. based on some intuitive assumptions. It translates into a plan for the quantitative processing of the living empiricism of business life. At the same time, the same manager with different groups from his environment uses different styles communication, and the average characteristics of the style throughout the circle of communication are taken as the usual style or, in other words, the norm peculiar only to this manager.

Questions for self-examination

• 1. What is meant by leadership?
• 2. What is the difference between the concepts of "leader" and "manager"?
• 3. How is the manager's image formed?
• 4. What are the main approaches to the problem of leadership?
• 5. What is the theory of personal qualities?
• 6. What are the concepts of behavioral leadership theories?
• 7. What is the authoritarian leadership style?
• 8. What is the essence of the democratic leadership style?
• 9. What are the features liberal style leadership?
• 10. What are situational leadership theories?
• 11. What is the content of charismatic leadership theories?
• 12. What is the problem of parameterization of style characteristics of leadership?

INTRODUCTION

Leadership is a managerial relationship between a leader and followers, based on an effective combination of various sources of power for a given situation and aimed at encouraging people to achieve common goals.
A prerequisite for leadership is the possession of power in specific formal or informal organizations of various levels and scales from the state and even a group of states to government agencies, local governments or people's and community groups and movements. The formalized power of the leader is enshrined in law. But in all cases, the leader has a social and psychological, emotional support in society or in groups of people who follow him.
Distinguish between formal and informal leadership. In the first case, the influence on subordinates is from the positions held. The process of influencing people through personal abilities, skills and other resources is called informal leadership.
It is believed that the ideal for leadership is a combination of two bases of power: personal and organizational. Leadership issues are key to achieving organizational effectiveness. On the one hand, leadership is seen as the presence of a certain set of qualities attributed to those who successfully influence or influence others, on the other hand, leadership is a process of predominantly non-forced influence in the direction of achieving a group or organization of its goals. Leadership is a specific type of managerial interaction based on the most effective combination of various sources of power and aimed at encouraging people to achieve common goals.
Leadership as a type of management relationship is different from management itself and is built more on the relationship of the "leader - follower" type than "boss - subordinate". Not every manager uses leadership in his behavior. A productive manager is not necessarily an effective leader, and vice versa. Success in management does not compensate for poor leadership.

CHAPTER 1. BASIC APPROACHES TO STUDYING LEADERSHIP

Approaches to the study of leadership differ in the combination of three main variables that attract the attention of researchers to this day: leadership qualities, leadership behavior and the situation in which the leader operates. Important role at the same time, the characteristics and behavior of followers play. Each of the approaches offers its own solution to the problem of effective leadership. Early traditional concepts suggested that effective leadership be defined on the basis of either the qualities of the leader or the patterns of his behavior. Situation in these cases was not taken into account. These concepts eventually drowned in an infinite number of identified qualities and patterns of behavior, without creating a complete theory. Approaches based on the situational nature of leadership proposed to explain the effectiveness of leadership through various situational variables, i.e. through the influence of external factors, without taking into account the leader as a person. New concepts have tried to combine the advantages and achievements of both traditional and situational approaches. In their conclusions, these concepts are based on an analysis of the leadership nature and its relationship with the existing situation. The word "style" is of Greek origin. Initially, it meant a rod for writing on a wax board, and later it was used in the meaning of “handwriting”. Hence, we can assume that the style of leadership is a kind of "handwriting" in the actions of the manager. Leadership style is a typical type of behavior of a leader in relation to subordinates in the process of achieving the goal.
The earliest approach to evaluating management style was a merit-based view. According to personality theory of leadership, also known as the theory of great people, the best of leaders have a certain set of personal qualities that they all have in common (intelligence level, knowledge, impressive appearance, honesty, common sense, initiative, social and economic education, and a high degree of confidence in yourself). Therefore, if you can identify these qualities in yourself, then it is possible to develop them allowing you to become a good leader in the future.
Later, a different, behavioral approach arose, which created the basis for a more precise definition: management style is a relatively stable system of methods, methods and forms of manager's practical activities, the manager's habitual behavior towards subordinates, aimed at influencing and encouraging them to achieve the organization's goals. . The degree to which a leader delegates authority, the types of authority he uses, and his concern primarily with human relations or task performance reflects the leadership style that characterizes that leader. But even this approach was not complete. Further research has shown that situational factors play a significant role in the effectiveness of leadership, which, for example, include the needs and personal qualities of subordinates, the nature of the task, the requirements and impact of the environment, and the information available to the manager. In practice, this means that the head-leader must lead differently in different situations. Thus, representatives of the behavioral school developed an approach to identifying significant factors of effective leadership: an approach from the standpoint of: personal qualities; features of human behavior in the organization; specific situation.
According to the behavioral approach to leadership, in terms of the way and method of dealing with subordinates, each organization is a unique combination of individuals, goals and objectives. And each manager is a unique person with a number of abilities. Therefore, the style of leadership must be correlated with some position of the leader. According to Kurt Lewin's classification, style is one-dimensional and can be authoritarian, democratic, or liberal (Figure 1).

(Picture 1)

Autocratic leadership was found to result in higher productivity but lower satisfaction than democratic leadership. Levin's research provided the basis for other scientists to search for methods to increase labor productivity and high degree satisfaction.
Douglas McGregor developed the theory of leadership, highlighting two types of leaders "X", "Y". According to Theory X:
People initially do not like to work and avoid work whenever possible. People have no ambition, and they try to get rid of responsibility, preferring to be led. Most of all, people want security. To force people to work, it is necessary to use coercion, control and the threat of punishment.
A leader of this type, having sufficient power, imposes his will on the performers, single-handedly makes and cancels decisions, does not allow his subordinates to take the initiative, is categorical, often harsh with people. Always orders, disposes, instructs, but never asks. The main content of his managerial activity consists of orders and commands. Everything new is perceived by such a leader with caution, or not perceived at all; in managerial work, he practically uses the same methods. Thus, all power is concentrated in the hands of such a leader, called an autocrat. Even the placement of employees during the meeting is focused on constant monitoring of their activities (Figure 2a.). This creates a tense environment, subordinates in this case, consciously or intuitively tend to avoid close contact with such a leader.
As a rule, a leader becomes an autocrat when he, in his own way, business qualities is inferior to the subordinates he supervises, or if his subordinates have too low a general and professional culture. This style of leadership does not stimulate the initiative of subordinates, which makes it impossible to improve the efficiency of the organization. This leader imposes strict adherence to a large number of rules that strictly regulate the behavior of an employee.
McGregor called the idea of ​​a democratic leader the theory of leader “Y”, its content boils down to the following positions: “Labor is a natural process. If conditions are favorable, people will not only accept responsibility, they will strive for it. If people are attached to organizational goals, they will use self-management and self-control. Inclusion is a function of the reward associated with the achievement of the goal. The capacity for creative problem-solving is common, and the intellectual potential of the average person is only partially exploited.”
A leader who uses a predominantly democratic style seeks to resolve issues collegially, inform subordinates about the state of affairs, and respond correctly to criticism. In communication with subordinates, he is polite and friendly, is in constant contact, delegates part of the managerial functions to other specialists, trusts subordinates. Demanding but fair. Members of the team take part in preparation for the implementation of management decisions. A democratic manager during business meetings is usually placed in the middle of the groups. This creates a relaxed atmosphere when discussing the problems of the development of the organization.
A leader with a liberal leadership style practically does not interfere in the activities of the team, and employees are given complete independence, the opportunity for individual and collective creativity. Such a leader with subordinates is usually polite, ready to cancel his earlier decision, especially if this threatens his popularity (Table 1).

Table 1

CHAPTER 2: MODERN LEADERSHIP MODELS

2.1 CONCEPT OF ATTRIBUTIVE LEADERSHIP
This concept is based on attribution theory, which explains the causal relationship between what happened and what people believe caused it to happen. The attributive approach to leadership proceeds from the fact that the leader's conclusions, as well as the behavior of followers, are conditioned by the leader's reaction to the behavior of the latter. By observing the work of subordinates, the leader receives information about how it is being performed. Depending on this, he draws his own conclusions about the behavior of each of the employees and chooses the style of his behavior in such a way as to adequately respond to the behavior of the subordinate. For example, if a leader attributes a subordinate's poor performance to laziness, then this may be followed by a reprimand. If the leader believes that the fault is external to the subordinate factors, such as a sharp increase in the amount of work, then the leader will try to solve the problem in a different way.
The approach under consideration assumes that knowledge of the causes that created the situation enhances leadership understanding and the ability to predict people's reactions to the situation. The concepts and models developed on this basis attempt to answer the question of why people behave the way they do. This takes into account the fact that in most cases the leader does not have the opportunity to directly observe the work of the subordinate. In this approach, the leader mainly performs the work of the information processor. He searches for information clues that help him answer the question of why this or that is happening. The explanation thus found guides his leadership behavior.
The leader's determination of the reasons for the behavior of a subordinate is based on three components: personality, work itself, organizational environment or circumstances. In search of reasons, the leader tries to obtain three different kinds of information about the behavior of the subordinate, degree of difference, consistency and degree of uniqueness. The first has to do with the manager's desire to understand the relationship between behavior and work in terms of the extent to which the behavior can be attributed to the distinctive features of the task. Secondly, the leader is interested in how consistent the subordinate is in manifestations. this behavior Or how often he exhibits such behavior. Finally, the leader considers how other subordinates behave in the same way. THAT is whether the given behavior is unique, characteristic of one subordinate or observed in many.
The process of determining the causes of what happened by the leader described above is influenced by attributive regulators or interferences that distort his perception and cause the leader to be inconsistent in his behavior. The more the behavior of a subordinate is seen by the leader as a result of his personal characteristics "internal causes", the more the leader places responsibility for the results on the subordinate. In this case, individual personality traits of the subordinate become attributive interference. Studies show that leaders tend to attribute success in women's work to external causes, and failures to internal ones. Managers think differently about male employees.
This model of attributive leadership has significant differences from the traditional models considered earlier, which are overly descriptive and, most importantly, do not answer the question why. There are two important links in the model. The first link reflects the leader's desire to identify the causes of poor performance. This search is governed by three types of information about the behavior of the subordinate: distinctive features, consistency and degree of uniqueness. The second link reflects the leader's response behavior, which is a consequence of what, in the opinion of the leader, is the cause of poor performance. The relationship between the reasons for the results of the work established by the leader and his subsequent behavior is determined by who, in the leader's opinion, should be responsible for what happened. If the leader believes that the reasons are internal, then the responsibility, in his opinion, should be borne by the subordinate, and appropriate measures are taken against him.
The following results of research on this model are of great practical interest: subordinates tend to see the reasons for their poor performance outside, and managers - in subordinates; managers who tend to give preference to internal causes when
explaining the poor performance of subordinates, usually show great punctuality and direct their impact directly on subordinates; bad job subordinate in the past, according to all three types of information, is likely to lead to the identification of the manager internal causes; the seriousness of the situation leads the manager most likely to identify internal causes and to a high degree of punctuality in response; evading "with an explanation" of the subordinate from responsibility or his apology for what happened makes the leader less severe and punctual in response; a constant level of performance shifts the manager's attention from reasons related to the abilities of the subordinate to reasons related to the amount of effort applied.
Subsequent studies showed that within the framework of this model, most likely, it is not the leader’s influence on the behavior of the subordinate, but the interaction between the leader and the subordinate, that is, the subordinate, by his reaction to the measures of the leader, influences the subsequent behavior of the latter. At the same time, depending on the effectiveness of leadership, the leader-follower relationship spiral can unwind upwards “relationships give a great effect” or downwards “relationships give a lesser effect”. The latter may ultimately lead to a break in relations between the participants: the dismissal of an employee or the departure of a manager.

2.2 THE CONCEPT OF CHARISMATIC LEADERSHIP

There are two opposite positions in the formation of the leader's image. One denies any influence of the leader on organizational effectiveness at all, and the other leads to leadership charisma and an attempt by followers to ascribe to the leader almost magical, and in some cases divine qualities.
Charisma is a form of influencing others through personal attraction that elicits support and leadership recognition, which gives the charismatic owner power over followers. As a source of leadership power, charisma refers to the power of example, associated with the leader's ability to influence subordinates by virtue of their personal qualities and leadership style. Charisma gives the leader the advantage to more effectively influence his subordinates. Many believe that gaining charisma is associated with the leader's ability to find his admirers and admirers and even change their composition depending on the situation. Others define charisma as a set of specific leadership qualities. The latter formed the basis of the concept of charismatic leadership discussed below, which is, in fact, a continuation of the concept of attributive leadership and is based on a combination of the qualities and behavior of a leader.
A charismatic leader is one who, by virtue of his personal qualities, is able to have a profound impact on his followers. Leaders of this type have a high need for power, have a strong need for action, and are convinced of the moral rightness of what they believe. The need for power motivates them to become leaders. Their belief in their rightness in action conveys to people the feeling that he is capable of being a leader. These qualities develop such traits of charismatic behavior as role modeling, image creation, forgiveness of the goals of "focus simple and dramatic nature of the goal", emphasis on high expectations, manifestation of confidence in the followers of the impulse to action.
Research suggests that charisma has a negative side associated with the usurpation of personal power or a leader's complete focus on himself, and a positive one associated with an emphasis on shared power and a tendency to delegate part of it to followers. This helps to explain the difference between leaders like Hitler, Lenin, Stalin and the likes of Sakharov, Martin Luther King and the like. In general, a charismatic leader is credited with having self-confidence, high sensitivity to the external environment, a vision of solving a problem outside the status quo, the ability to reduce this vision to a level that is understandable to followers and encourages them to act; extraordinary behavior in realizing their vision.
Models of charismatic leadership differ in the number of stages in the development of charisma itself and relationships with followers. It is believed that it is first necessary to develop sensitivity to discovering a problem that could be attacked with criticism. Then you need to develop a vision of idealized ways to solve this problem. Something new must be included in the vision, something that no one has previously proposed and that seems to be able to immediately advance the solution of the problem.
The next step is related to the leader's ability to convey the meaning of his vision through interpersonal communication "publications, speech, gestures, postures, etc." followers in a way that makes a strong impression on them and spurs them to action. Further, in order to rally followers around him, it is important for a leader to develop a relationship of trust with them, showing such qualities as knowledge of the matter, the ability to achieve success, taking risks and committing extraordinary actions or deeds. At the final stage, the leader must demonstrate the ability to realize his vision through the delegation of authority to followers. This can be done by giving followers strenuous and meaningful tasks, involving them in management, loosening bureaucratic fetters, rewarding them for results in an appropriate way.

A study of the practice of business organizations has shown that in a normal situation, charismatic leadership is not always required to achieve high business results. More often it comes to those cases when followers strongly ideologize their desires and ways of fulfilling them. This largely explains the more frequent presence of charisma among leaders who manifest themselves in politics, religion, and military operations. For business, the importance of charismatic leadership increases as the need for radical changes in the organization due to the criticality of the situation. However, under these circumstances, another concept of leadership emerges: the concept of a reformer leader or reformer leader.

2.3 THE CONCEPT OF TRANSFORMATIONAL LEADERSHIP

The concept of transformative or reform leadership has much in common with charismatic leadership, but is interpreted in a significant way. A reformer leader motivates followers by raising their awareness of the importance and value of the goal, giving them the opportunity to combine their personal interests with a common goal, creating an atmosphere of trust and persuading followers of the need for self-development. The leader-reformer is a transformer, not a savior, he shows creativity, not magic, behind him are realities, not myths, he leads followers from result to result, and not from promise to promise, orients people to work, not on dividends, its goal is not to change the world, but to change the world through development.
The model of transformative or reformatory leadership assumes that the leader and followers have certain behaviors that, according to the developers of the model, are suitable for creative problem solving in a crisis situation.
etc.................

Leadership is the ability to raise human vision to the level of a broader outlook, to bring the effectiveness of human activity to the level of higher standards, as well as the ability to shape a personality, going beyond the usual, limiting its framework.

Peter Drucker

Appointment to a leadership position implies, of course, the transfer of full power to the leader.

It seems that a reasonable application of the status of a leader, the power and influence he has is quite enough for effective management: the leader thought, weighed the circumstances, gave a wise order, subordinates carry out this order - and things are going, everything is clear here. "You are the boss - I'm a fool, I'm the boss - you're a fool", "When I come to the boss, we exchange views: I come with my opinion, and I leave with his" - people joke.

But in life everything is more difficult, because the head of the enterprise must be not only a competent specialist, but also an experienced diplomat, and an educator, and an authoritative judge - in a word, he must be a leader. In conditions modern Russia Leadership is an essential quality of a successful manager, although one cannot become a leader by appointment of a higher organization. Often leaders become due to their personal qualities, regardless of position in the service hierarchy.

It is interesting to trace the leader's path to leadership from the moment of his appointment to a managerial position, since the merger of the role of manager and leader in one person is most desirable and promising. How is a leader formed? In the first days after his appointment new leader finds himself in a very difficult, even delicate situation: to be careful and wait, studying the inheritance he inherited? Or start by criticizing the shortcomings and take an active assault on their elimination? Often, a former manager is moved to a higher position and is now the direct supervisor of a newcomer, and a radical transformation of the organization can be perceived as a criticism of the boss's performance. The situation is indeed delicate, and many young leaders have been running around for a while in search of optimal solution, marking time in one place, not risking to outline and implement a reasonable plan of action, although it is obvious that a decision cannot be avoided (one witty and sweet woman dubbed her experiences in a similar situation "wedding night syndrome").

The theory of management recommends that the new leader not waste time in vain and, in the process of adapting to his new position in the team, identify the most important problems, the solution of which will ensure the greatest efficiency of work. It is necessary that the tasks planned for implementation be within the competence of the manager, do not require additional resources, and bring tangible results in short time and carried out according to a clear work plan. Strict control over the implementation of the plan may cause dissatisfaction with the performers, but if the activities of the leader begin to bring tangible results, and even more so the payment of bonuses, then the team will support these initiatives. The strategy of carrying out reforms against the backdrop of specific cases will allow the leader to establish business and trusting relationships with the team without conflict, confirm his qualifications and take the first step towards true leadership.

In everyday, everyday activities, the leader will have to gradually, persistently gain authority, prove in practice his mastery of the principles and art of management. Achieving the desired changes in the positions of other persons, the new administrator should at first more often reinforce his proposals with references to an authoritative source, widely involve the widest possible range of specialists in the development of programs and setting goals, since the general position of the group has a decisive influence on the formation of individual opinions of its members. And, of course, more often draw attention to your innovations from your immediate superior and peers. You need to develop your own style of work and constantly improve it. You can warn against the most common mistakes:

Do not postpone the decision of the issue until tomorrow. In the section on the personality of the manager, it was said about working with the secretary, about the fatal inevitability of sorting out daily correspondence, and that, despite the existence of standard deadlines for processing correspondence, it is desirable to give answers to all documents at once, on the day they are received. It is also necessary to respond to any operational issue, and if possible, clearly and fundamentally. It is necessary to solve it immediately or not to let it out of your field of vision until the final decision. An indicator of this style of work is an empty table on which operational documents do not gather dust, they should always be at work, with the secretary, with the performers;

Do not assume that you can solve all the important issues yourself. Management and leadership imply the ability to delegate their powers to a competent executor, leaving behind only the functions of advice and control;

Don't think that you know everything and are the best. There are many issues in which specialists understand better than you, and you will not lose your authority if you turn to them, moreover, you will acquire competent like-minded people;

Do not neglect job descriptions, especially instructions on the rules of technical operation and safety (we already talked about this in the chapter on management principles);

In case of failure, do not blame the other, it is unworthy and simply unreasonable, since the team will determine the true culprit of the failure no worse than you.

By following these simple and clear recommendations of management science, having organizational skills and professional knowledge, the leader is on the right path to leadership. And if the team voluntarily recognizes the exclusivity of its leader, steadily follows him, believes in his competence, education, humanity, high morality, we can assume that the much desired fusion of the role of manager and leader has been achieved. The high authority of such a harmonious personality is aimed at achieving the goals of the organization jointly - by her and the team led. According to sociological research, if the official leader is also an unofficial leader, then the productivity of the team increases by 20-30%.

However, in any community of people, an informal leader necessarily appears, a person who enjoys high authority and general recognition in his group. He is needed as a basis for unity, as a fair arbiter in case of conflicts within the group or with the administration, information that is important for management is available to him. Such an authoritative member of the team usually has the talent for effective communication - he easily and naturally enters into contacts with other people and can significantly influence the moral climate in the team. Such an informal leader must be reckoned with, since his influence on the team can be not only positive, aimed at achieving common goals, but also negative, destructive. After all, it is no secret that not only the leader has power, but also his subordinates: after all, they can perform their functions, or they can sabotage them, they can deliberately hide or distort grassroots information, promote or hinder the establishment of informal relationships between boss and employees.

The manager must know the opinion leaders of his organization and establish reasonable business and personal contacts with them. Who usually becomes a leader in a group and what character traits, intellectual properties does he possess? The answer to this question is important for the leader, since he must know his opponent, be able to influence him, understand the motives of his behavior and methods of influencing the team. Yes, and the leader himself strives to be a leader, a true and recognized authority in his organization. It is curious that psychology and management science cannot give a clear answer to these questions, and the results of numerous studies give conflicting assessments.

There is no doubt that this person must be smart and educated, but observations show that a high indicator of intelligence, for example, a student, a scientist, people creative professions, is not always adequate to their psychological status in the team. There is a view that a leader must have special individual qualities that make him able to manage. He must master the art of persuasion, be noble, honest, balanced, fair, but all these wonderful properties of nature are not only subjective, but also abstract. If one is of the opinion that these qualities are absolutely necessary, then it would be simply impossible to find so many worthy people in leadership positions. And if we recall such famous leaders as Caesar, Alexander the Great, Napoleon, Hitler, Stalin, it is difficult to consider them examples of virtue.

It seems that the leader must have other important individual features: desire for power (most often built not on logic, high official or intellectual status, but on charisma (from the Greek charisma - mercy, divine gift), on the strength of personal qualities and abilities, well-developed interpersonal orientation, understanding of the needs and priorities of the team (social sensitivity), volitional and emotional stability.A leader must be able to control the attention of the audience and control their emotions, be self-confident, not say too much - after all, the vast majority of mistakes a person makes because of the inability to remain silent in time, "a word is silver, silence is gold". Studies of the characteristics of a person with the qualities of a leader are reflected in table 7.

Table 7

Qualities most common in leaders

Group of qualities Characteristics of qualities Physiological qualities Pleasant appearance (face, height, figure), voice, good health, high working capacity, energy Psychological qualities Authoritativeness, ambition, aggressiveness, poise, independence, courage of creativity, self-affirmation, perseverance, courage Intellectual qualities High level of intelligence : mind, logic, memory, intuitiveness, encyclopedic knowledge, breadth of outlook, insight, originality and quickness of thinking, education, sense of humor Personal qualities Business qualities: organization, diplomacy, reliability, flexibility, commitment

Some of these qualities are determined by the genetic basis of the individual, but most are determined by upbringing, acquired and developed in practical activities. The weakness of the proposed research results is that the list essential qualities leader could be continued again and again and the practical application of the conclusions seems doubtful. Obviously, the main qualities of a leader are flexible, non-standard thinking, charismatic personality traits and mastery of the art of influencing opponents and the team.

Creative thinking and mastery of the art of management, received as a gift of nature and subsequently developed, are formed and improved in principle by known and methodologically understandable methods, hard work and self-improvement. Another thing is charisma. Considering charisma in a broad sense, from interpersonal relationships to preaching and "leadership", much about the emergence of this phenomenon and its development remains mysterious. Why is this nondescript, strictly speaking, woman or skinny with very average mental faculties a man so irresistibly charming? What is the special power of the wonderful, unique smile of Van Cliburn and Yuri Gagarin, whom the country loved so much? Repulsive appearance, very modest general education, arrogance, cruelty did not prevent Hitler, Mussolini, Stalin from becoming idols in their countries. The phenomenon of charisma raises many questions and is in no hurry to answer them. There is no doubt that the vast majority of leaders have charisma, this priceless gift. It is charisma that gives them power over people, forms sympathy among followers up to adoration and a willingness to follow them. But a charismatic leader can also be a source of dangerous tendencies in the team, if his power is used only for personal purposes, and his actions do not meet the standards of ethics and high morality. Undoubtedly, Jesus Christ possessed the highest charisma, calling people to love and tolerance, but the thief in law, the godfather, who builds his well-being on tears and blood, also has charisma. A talented book by A.P. Egorshin contains an interesting table demonstrating the difference between an ethical and non-ethical charismatic leader.

Table 8

Ethics and charisma

Unethical charismatic leader Ethical charismatic leader Uses power only for personal gain Uses power for the benefit of others

Suppresses criticism in his address Considers criticism Demands unquestioning implementation of his decisions Stimulates followers creativity Maintains connections in only one direction: from yourself down Encourages open and two-way communication Insensitive to the needs and needs of followers Teaches, develops and supports followers Relies on comfortable moral standards to serve their own interests Relies on moral standards to satisfy the public interest

An interesting method of selecting a team in which there is a high probability of the appearance of initiative workers, in the future possible leaders, was used by the famous American manager Stack Jack ("Management Myths"); "... I was looking for people who, back in college, were captains of student sports teams. To become a captain, you must be respected by your comrades, the last word after them. Obviously, such people were born leaders, they knew how to win. "The art of management implies the ability of a leader to establish the necessary business and emotional contacts with informal leaders and direct their activity in the right direction.

An important contribution to the theory of leadership as the highest manifestation of the art of management was made by Lee C. Bernard (president of the Bell company) and Herbert Simon, who received the Nobel Prize for his developments, which, however, did not prevent them from forgetting about their work and returning to them only after 30 years! They convincingly proved that the role of a leader lies primarily in the ability to master the social forces in the team, in the art of forming, developing and directing moral values. These ideas were contrasted with the concept of short-term efficiency, when rewards and punishments are generously distributed to achieve short-term results and managers do not think about the harmful consequences of these methods. An informal leader satisfies a very important need - the need for communication, most often at a horizontal level, "among themselves", it is with him that one can discuss, and condemn, and make a reasonable decision.

You should be prepared for the fact that informal leadership can also negatively affect the microclimate in the team, create undesirable opposition to the implemented management strategy. What to do in this case, especially if beliefs, searches reasonable compromises do not give results and the situation in the team can develop into a conflict? The art of management has one more leadership style for this case - adaptive, i.e. oriented to the real situation. The situational approach to leadership offers several ways out of this impasse: for example, reshaping groups in order to achieve psychological compatibility with the personality of the leader, changing official powers individuals in a team or even making adjustments to some tasks. Unfortunately, the leader's charisma can also be a cunning, cold-bloodedly thought-out calculation, a mask that hides the true face of a merciless egoist and careerist. In public, he is affable, sociable, glows with warmth and cordiality, but in extreme situations or at home, in the family turns into a traitor and tyrant.

Leadership - the ability to influence both the individual and the group, directing the efforts of all to achieve the goals of the organization.

Leadership is a natural socio-psychological process in a group, built on the influence of a person's personal authority on the behavior of group members.

Influence is understood as the behavior of a person that makes a change in the behavior, attitudes, feelings of another person. Influence can be exerted through ideas, the spoken and written word, through suggestion, persuasion, emotional contagion, coercion, personal authority and example.

A group solving a significant problem always puts forward a leader to solve it. No group can exist without a leader.

A leader can be defined as a person who is able to unite people in order to achieve some goal. The concept of "leader" acquires meaning only together with the concept of "goal".

From the point of view of the scale of the tasks to be solved, there are:

1) everyday type of leadership (in school, student groups, leisure associations, in the family);

2) social type leadership (in production, in the trade union movement, in various societies: sports, creative, etc.);

3) political type leadership (state, public figures).

The leader is in the strongest dependence on the team. The group, having the image of a leader, a model, requires from the real leader, on the one hand, compliance with it, and on the other hand, the leader is required to be able to express the interests of the group. Only if this condition is met, the followers not only follow their leader, but are also willing to follow him. According to

properties of the followers of the leader build structures of influence on them.

A leader is a person who, in relation to the group, can be considered as its mirror. It can only be the one who bears the traits welcomed and expected in this group. Therefore, "transferring" the leader to another group or appointing him from above as a leader is ineffective.

Why does a person become a leader? Leadership theories are diverse. Among them, one can distinguish approaches based on the personal qualities of a leader - behavioral and situational approach.

The concept of physical qualities(high height, weight, strength) was not confirmed. On the contrary, often the leader is of small stature, of low physical strength.

Concept intelligence(Gizeli) suggests that leadership qualities are associated with the verbal and evaluative abilities of the individual. Based on what they concluded: the presence of these personal qualities predicts managerial success. Leader's personality traits:

Intelligence in verbal and symbolic terms;

Initiative, that is, the ability to direct activity, desires in a new direction;

Self-confidence - favorable self-esteem;

Attachment to employees;

Decisiveness, masculinity (in men) and femininity (in women);

Maturity;

Motivational abilities, i.e. the ability to motivate, evoke needs in people due to the guarantee of work, financial rewards, power over others, self-realization, achievement of success in work.

Can be distinguished the following types leaders based on a number of categories:

1) charming- authoritative. A charming leader enjoys the sympathy, even love, of subordinates; his natural charm inspires the people around him. An authoritative leader relies on his knowledge, abilities, composure, calmness, showing an analytical approach to solving problems;

2) leader "with imagination", "soulful" - leader-controller, manipulator. An “imaginative” leader with creative imagination, who makes it possible for his subordinates to realize their potential, is able to take the initiative, inspire his group, showing “tenderly loving care”, participation in the affairs of his subordinates. The leader-controller, the manipulator is mainly engaged in operations within the system, referring to subordinates "with easily disguised regret." Krech, Craifield note that subordinates perceive a "spiritual leader with imagination" as follows: as "one of us", as "our spokesman", who expresses the norms, values ​​of the group; as "the most experienced, wisest of us," capable of being an expert in solving group problems;

The leader not only directs and leads his followers, but also wants to lead them, and the followers not only follow the leader, but also want to follow him.

A skillful analysis of reality depends on the leader. Based on the conclusions obtained as a result of the analysis, a line of conduct, a program of action is formed - and decisions are made. After that, the mobilization of forces and means begins. The leader seeks the support of the entire group or its vast majority to organize the implementation of the decisions made, which includes:

1) selection and placement of performers;

2) bringing decisions to them;

3) clarification and adaptation of decisions in relation to the place of execution;

4) creation of external and internal conditions for execution;

5) coordination of the activities of performers;

6) summing up and analyzing the results. Mobilization begins with the formation of a leader's team.

What criteria are used to determine the types of leaders in a group?

Depending on the prevailing functions, the following types of leaders are distinguished:

1. Leader-organizer. Its main difference in volume, what he perceives the needs of the team as his own and actively acts. This leader is optimistic and confident that most problems are completely solvable. They follow him, knowing that he will not offer an empty case. He knows how to convince, he is inclined to encourage, and if he has to express his disapproval, he does it without hurting someone else's dignity, and as a result, people try to work better. It is these people who are in the public eye in any informal group.

2. Creator leader. First of all, he is attracted by the ability to see the new, to take on the solution of problems that may seem insoluble and even dangerous. He does not command, but only invites to discussion. Can set the task in such a way that it will interest and attract people.

3. Fighter leader. Strong-willed, self-confident person.

The first to go towards danger or the unknown, without hesitation enters the fight. Ready to defend what he believes in, and not inclined to concessions. However, such a leader sometimes does not have enough time to think about all his actions and foresee everything. "The madness of the brave" is his style.

4. Leader-diplomat. If he used his abilities for evil, then he could well be called a master of intrigue. He relies on superior knowledge of the situation and its hidden details, aware of gossip and gossip and therefore knows well whom and how to influence. Prefers confidential meetings in a circle of like-minded people. Allows you to openly say what everyone knows in order to divert attention from their non-advertised plans. True, this kind of diplomacy often only compensates for the inability to lead in more worthy ways.

5. Comforter leader. They are drawn to him because he is ready to support in Hard time. Respects people, treats them kindly. Polite, attentive, capable of empathy.

General leadership in the group consists of the following components: emotional, business and informational. "Emotional" leader(the heart of the group) is a person to whom each person in the group can turn for sympathy, "cry in the vest." with "business" leader(group hands) works well, he can organize the business, establish the necessary business relationships, ensure the success of the business. To "information" everyone asks the leader (the brain of the group) because he is erudite, knows everything, can explain and help find the necessary information.

The best leader is a combination of all three, but such a universal leader is rare.

Most often, however, there is a combination of two components: emotional and business, informational and business.

An interesting psychoanalytic approach to understanding and classifying the types of leadership.

3. Freud understood leadership as a dual psychological process: on the one hand, group, on the other - individual. These processes are based on the ability of leaders to attract people to themselves, unconsciously evoke a feeling of admiration, adoration, love. Worshiping people of the same person can make that person a leader. Psychoanalysts distinguish ten types of leadership.

1. "Sovereign", or "patriarchal overlord". A leader in the form of a strict but beloved father, he is able to suppress or displace negative emotions and inspire people with self-confidence. He is nominated on the basis of love and revered.

2. "Leader". In it, people see the expression, the concentration of their desires, corresponding to a certain group standard. The personality of the leader is the bearer of these standards. They try to imitate him in the group.

3. "Tyrant". He becomes a leader because he inspires others with a sense of obedience and unaccountable fear, he is considered the strongest. A tyrant leader is a dominant, authoritarian personality who is usually feared and submissive.

4. "Organizer". It acts for group members as a force to maintain the "I-concept" and satisfy the needs of everyone, relieves feelings of guilt and anxiety. Such a leader unites people, he is respected.

5. "Seducer"". A person becomes a leader by playing on the weaknesses of others. It acts as a "magical force", giving vent to the repressed emotions of other people, prevents conflicts, and relieves tension. Such a leader is adored and often overlooked.

6. "Hero". Sacrifice himself for others; this type manifests itself especially in situations of group protest - thanks to his courage, others are guided by him, they see in him the standard of justice. A heroic leader draws people along.

7. "Bad example." Acts as a source of contagiousness for a conflict-free personality, emotionally infects others.

8. "Idol". It attracts, attracts, positively infects the environment, it is loved, idolized, idealized.

9. "Outcast".

10. "Goat absolutions."

The last two types of leaders are essentially anti-leaders, they are the object of aggressive tendencies through which group emotions develop. Often the group unites to fight the anti-leader, but as soon as he disappears, the group begins to disintegrate, since the group-wide incentive has disappeared.

What is the difference between a leader and a leader?

The informal leader is put forward "from below", and the leader is appointed officially, from the outside, and he needs official authority to manage people.

Manager- professionally trained leader.

The leader can partially take on the functions of a leader. If for the leader in the foreground are moral criteria, then the leader is mainly occupied with the functions of control and distribution.

The word "leader" literally means "leading by the hand." The same meaning is better expressed in the word “overseer”, which is practically not used today. It is essential for every organization to have a person responsible for overseeing all departments as a whole, and not just completely absorbed in performing specialized tasks. This kind of responsibility - to look after the whole - is the essence of the work of the leader.

The leader performs the main managerial functions: planning, organizing, motivating, monitoring the activities of subordinates and the organization as a whole.

Leadership is process management:

1. coordination of various activities of the group;

2. see the dynamics of the process within the group and manage it.

The scope of leadership includes three blocks:

1) organizational forms, distribution of responsibilities in setting goals, creation of information structures;

2) work with individuals and groups;

3) use of power and decision making. The officially appointed leader has the advantage of winning leadership positions in the group and therefore, more often than anyone else, becomes the recognized leader. However, his status in the organization and the fact that he is appointed "from outside" puts him in a position somewhat different from that of informal natural leaders. First of all, the desire to move up the corporate ladder prompts him to identify himself with larger divisions of the organization than with a group of his subordinates.

He may believe that emotional attachment to any working group should not serve as a brake on this path, and therefore identify himself with the leadership of the organization - a source of satisfaction for his personal ambitions. But if he knows that he will not rise above, and does not particularly strive for this, often such a leader strongly identifies himself with his subordinates and does everything in his power to protect their interests. In addition to the fact that the leader's commitment to his group may conflict with his personal ambitions, it may conflict with his commitment to the leadership of the organization. On the basis of such conflicts, one of the most important functions of the leader grows - the function of reconciling the values ​​and objectives of the group he leads with the goals of a larger unit of the organization.

The leader needs official authority to manage people, he also needs power - the ability to influence "from above" the behavior of other people. The government can take various forms. American scientists Fred Raven distinguish:

1) power based on coercion;

2) power based on reward;

3) expert power (based on special knowledge that others do not have);

4) reference power or power of example (subordinates try to be like their attractive and respected leader);

5) legal or traditional authority (one person is subordinate to another person on the basis of the fact that they stand on different hierarchical steps in the organization.

The most effective option is if the leader has all these types of power.

incompetent leader, as Dixon notes:

1) does not take into account human resources, does not know how to work with people;

2) shows conservatism, adheres to outdated views;

3) shows a tendency to turn away or ignore information that is incomprehensible to him, or conflicts with the existing concept;

4) tends to underestimate opponents;

5) shows indecisiveness and a tendency to evade responsibility in decision-making;

6) shows stubborn intransigence, stubbornness in solving the problem despite the obvious changed circumstances;

7) is not able to collect and verify information about the problem, “enter the current situation”, shows a tendency to “fail at the end”;

8) is predisposed to frontal attacks, believes in brute force, and not in resourcefulness and diplomacy;

9) unable to use surprises;

10) shows an unjustified readiness to find "expiatory sacrifices" in case of difficulties;

11) is predisposed to juggling facts and spreading information with motives “incompatible with morality and security”;

12) inclined to believe in mystical powers- fate, fatality of failures, etc.

Features of the managerial and leadership qualities of a leader are also determined by his managerial style. There is a certain classification here.

2. Emergency.“Come on, let’s figure it out later” is the motto of the head-crazy man. A measure suitable for an exceptional situation, becoming a system, disrupts normal work, leads to conflicts, discontent in the team, not to mention modest labor results.

3. Business. Opposite to emergency, it involves working according to calculated and optimal schemes. This style could be preferred to all others, if only the work allows it: it does not contain unexpected surprises and is predictable.

4. Democratic. Leaders-organizers tend to it, managing according to the principle: "My point of view is one of the possible." It is this style that is able to give the best results, but up to certain limits, beyond which the matter is replaced by its discussion.

5. Liberal. Suitable for a close-knit team of like-minded people. Instead of independence, it promotes irresponsibility and confidence that "work is not a wolf."

6. Compromise. It is based on the ability of the leader, yielding to people with different interests, to achieve their goals. But if compromises become a habit and replace adherence to principles with conciliation, then one cannot expect good things from such a leader. The relationship of subordinates with the leader, the psychological climate of the team, the results of the work of the team depend on the style of management implemented by the leader.

The following management styles are distinguished.

Authoritarian(either directive or dictatorial) management style: it is characterized by a rigid sole decision-making by the head of all decisions (“minimum democracy”), strict constant control over the implementation of decisions with the threat of punishment (“maximum control”), lack of interest in the employee as a person. Due to constant monitoring, this management style provides quite acceptable results of work (according to non-psychological criteria: profit, productivity, product quality can be good), but there are more disadvantages than advantages: 1) high probability of erroneous decisions; 2) suppression of initiative, creativity of subordinates, slowing down innovations, stagnation, passivity of employees; 3) people's dissatisfaction with their work, their position in the team; 4) an unfavorable psychological climate (“toadies”, “scapegoats”, intrigues) causes an increased psychological and stressful load, is harmful to mental and physical health. This management style is expedient and justified only in critical situations (accidents, military operations and etc.).

Democratic(or collective) management style: management decisions are made on the basis of a discussion of the problem, taking into account the opinions and initiatives of employees (“maximum democracy”), the implementation of the decisions made is controlled by both the manager and the employees themselves (“maximum control”), the manager shows interest and benevolent attention to the personality of employees, to taking into account their interests, needs, characteristics.

Democratic style is the most effective, because. it provides a high probability of correct balanced decisions, high production results of labor, initiative, activity of employees, satisfaction of people with their work and team membership, a favorable psychological climate and team cohesion. However, the implementation of a democratic style is possible with high intellectual, organizational, and communicative abilities of the leader.

liberal anarchist(or conniving, or neutral) leadership style is characterized, on the one hand, by the “maximum of democracy” (everyone can express their positions, but they do not seek to achieve real accounting, coordination of positions), and on the other hand, by “minimum control” (even the decisions made are not implemented, there is no control over their implementation, everything is left to chance),

as a result, the results of work are usually low, people are not satisfied with their work, the leader, the psychological climate in the team is unfavorable, there is no cooperation, there is no incentive to work conscientiously, sections of work consist of individual interests of the leaders of the subgroup, hidden and obvious conflicts are possible, there is a stratification into conflicting subgroups .

Inconsistent(illogical) style of leadership is manifested in the unpredictable transition of the leader from one style to another (either authoritarian, then conniving, then democratic, then again authoritarian, etc.), which leads to extremely low performance and the maximum number of conflicts and problems.

The management style of an effective manager is flexible, individual and situational.

Situational management style flexibly takes into account the level of psychological development of subordinates and the team (P. Hersey, K. Blanded).

An effective management style (according to most foreign management experts) is participatory(participatory) style, which is characterized by the following features: 1) regular meetings of the leader with subordinates; 2) openness in relations between the leader and subordinates; 3) the involvement of subordinates in the development and adoption of organizational decisions; 4) delegation by the head of subordinates of a number of powers, rights; 5) participation of ordinary workers both in planning and in the implementation of organizational changes; 6) creation of special group structures, endowed with the right of independent decision-making (“quality control groups”); 7) providing the employee with the opportunity to autonomously (from other members of the organization) develop problems, new ideas.

Participatory style applicable if: 1) the leader is self-confident, has a high educational and creative level, knows how to appreciate and use the creative proposals of subordinates; 2) subordinates have a high level of knowledge, skills, need for creativity, independence, personal growth, interest in work; 3) the task facing people involves a plurality of solutions, requires theoretical analysis and high professionalism of execution, rather strenuous efforts and creative approach. Thus, this style is appropriate in science-intensive industries, in innovative firms, and in scientific organizations.

Depending on the characteristics of the leader's behavior in conflict situations, difficult There are five types of situations: 1) domination, assertion of one's position at any cost; 2) compliance, submission, smoothing the conflict; 3) compromise, positional bargaining (“I will yield to you, you to me”); 4) cooperation, creation of a mutual focus on a reasonable and fair resolution of the conflict, taking into account the legitimate interests of both parties; five) avoidance conflict, leaving the situation, ("closing the eyes, as if nothing had happened").

The most effective, albeit difficult to implement, style of behavior of a leader in a conflict situation is the style of "cooperation". Extremely unfavorable styles are “avoidance”, “dominance”, “compliance”, and the “compromise” style allows you to achieve only a temporary short-lived solution to the conflict, later it may reappear.

The criterion for the effectiveness of leadership is the degree of authority of the leader. Allocate three forms of leader authority:1) formal authority, due to the set of powers, rights that gives the leader the position he occupies. Formal,

Focus on understanding, accepting the position of another

compliance cooperation

about(compromiser) about

to defend one's position Types of behavior in conflict situations

the official authority of the leader is able to provide no more than 65% of the influence of the leader on his subordinates; A manager can get a 100% return on an employee only by additionally relying on his psychological authority, which consists of 2) moral and 3) functional authority.

Moral authority depends on the moral qualities of the leader. Functional authority is determined by: 1) the competence of the leader; 2) his business qualities; 3) his attitude to his professional activity. The low functional authority of the manager leads, as a rule, to the loss of his influence on subordinates, which causes, as a compensatory, an aggressive reaction on the part of the manager towards subordinates, a deterioration in the psychological climate and team performance results.

FEDERAL AGENCY FOR EDUCATION

RUSSIAN FEDERATION

OMSK STATE UNIVERSITY

THEM. F.M. DOSTOYEVSKY

DEPARTMENT OF MANAGEMENT

COURSE WORK

in the discipline "Development of management decisions"

on the topic: “The problem of leadership in the development and implementation of management decisions”

Is done by a student

group EM-502

Sumin P.V.

scientific adviser

Kryuchkov V.N.

INTRODUCTION 4

CHAPTER 1. Theoretical basis leadership, its concept and essence 5

1.1. Concepts and essence of leadership 5

1.2. Existing approaches to the study of leadership 7

CHAPTER 2. The role of leadership in managerial decision-making 14

2.1. Theoretical aspects of decision-making by a leader 14

2.2. Leadership decision making concepts 17

CHAPTER 3. Making managerial decisions in ZAO Investment Programs of Siberia 22

3.1. General characteristics of CJSC "IPS" 22

3.2. Decision-making procedure in CJSC Investment Programs of Siberia 23

CONCLUSION 30

REFERENCES: 32

APPENDICES 2

INTRODUCTION

The changes taking place today in Russia and in the world make us take a fresh look at the role of a manager and the dilemma "manager or leader". Not so long ago, one of the researchers of leadership formulated the famous maxim: "Managers do everything right, and leaders do the right things." Now, however, this opposition no longer seems so obvious: as new feature management - innovation - managers, and not only those occupying top management positions, require leadership skills.

In connection with fierce competition today, the problem of leadership is acute. The problem of quick decision-making and responsibility for the implementation of the task, as well as for the effective work of the team, rests with the manager. Leadership qualities and competent management of people is the main "trump card" in the competitive struggle. This is exactly what will make you stand out. How you attract, motivate employees, how you build relationships with your suppliers and customers is more important than your technology.

The main purpose of the work is to study the essence of leadership, the problems of leadership in the development of management decisions, to analyze the relationship between the leader and subordinates, and to give recommendations to improve the performance of the enterprise as a whole.

The object of study is managerial activity, that is, a decision as a product of managerial work, and its adoption as a process leading to the emergence of this product, carried out by a person.

The subject of study is the influence of the human factor on the decision-making process.

An important task of this work is the issue of leadership in Russian management and the possibility of applying global leadership theories in Russian management practice.

In writing this work, I studied the experience of the leaders of large companies, who showed the whole world what leadership qualities a successful leader must have in order to make a successful decision.

CHAPTER 1. Theoretical foundations of leadership, its concept and essence

1.1. Concepts and essence of leadership

To date, there is not a single theory or approach that would unite all research and reflect a common vision of the phenomenon of leadership and the figure of a leader. Similarly, there is no common view on the formulation of leadership:

Leadership is a way of working that aims to help employees do their job. the best way, is an essential component of how teams and groups work.

Leadership is the ability to raise a person's vision to the level of a broader outlook, to bring the effectiveness of a person to a level of higher standards, as well as the ability to shape a person, going beyond the usual limits that limit it.

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

Leadership is not leadership, although a leader can be a leader. Leadership is not management, but charismatic leadership.

Thus, leadership is a multifaceted social phenomenon, an indispensable element of a modern management system and its “trigger mechanism”, the phenomenon of which manifests itself in any more or less organized groups striving for some common goal for the group.

Distinguish between formal and informal leadership. In the first case, the influence on subordinates is from the positions held. The process of influencing people through personal abilities, skills and other resources is called informal leadership. But in all cases, the leader has a social and psychological, emotional support in society or in groups of people who follow him.

employee trust;

ability to communicate;

Thus, it should be concluded that the leader is the dominant person of any society, organized group or organization.

Depending on the direction of influence on the organization in the implementation of the actions of the leader, the following types of leadership can be considered:

functional(constructive) - contributes to the implementation of the goals of the organization;

dysfunctional(destructive) - causes damage to the organization;

neutral- not directly affecting the efficiency of production activities.

However, it should be noted that in real life it is not always possible to clearly draw the boundaries between these types of leadership, because one person can be a leader not only in one environment (at work, in school, in sports section etc.).

Constructive leadership is one of the most important conditions effective leadership. Optimal, but at the same time difficult to achieve, for a leader is a combination of the qualities of a formal and informal leader. It is much more difficult to achieve the role of a leader and an emotional leader in oneself than a combination of a leader and a business leader, although the latter is enough for effective management.

The position occupied by the leader in the system of emotional relations also affects the effectiveness of leadership. It should not be too low, otherwise it may turn into antipathy. In this case, emotional hostility can significantly undermine both the business and official authority of the manager, and reduce the effectiveness of his activities.

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

Leadership as a type of management relationship is different from management itself, and the relationship scheme should more resemble the “leader-follower” type than the “boss-subordinate” type. However, not every manager uses leadership in his behavior, especially in Russian companies of the “old school”. A productive manager is not necessarily an effective leader, and vice versa. Success in management does not compensate for poor leadership.

It is also necessary to distinguish between management and leadership. Management is a phenomenon that still takes place in the system of formal relations, and leadership is a phenomenon generated by the system of informal relations.

Thus, leadership is a multilateral social phenomenon, an indispensable element of a modern management system, which can be both formal and informal in nature, suggesting that the leader has several key qualities and a “leader-follower” relationship scheme.

1.2. Existing approaches to the study of leadership

Approaches to the study of the concept of "Leadership" differ in the combination of three main variables:

leadership skills,

leadership behavior

the situation in which the leader operates.

An important role is played by the characteristics and behavior of the followers. Each of the approaches offers its own solution to the problem of effective leadership.

At the same time, leadership issues are closely related to employee motivation. So early behavioral concepts offered to define effective leadership based on the qualities of a leader and his behavior styles. The situation in these cases was not taken into account. These concepts eventually sank into an endless array of revealed qualities and patterns of behavior, never producing a complete theory. However, it is worth briefly considering their contribution to the development of approaches:

So to the theories behavioral character include:

theory D. McGregory, in which he clearly outlined two main types or styles of leadership: authoritarian leadership (theory "X") and democratic leadership (theory "Y").

According to Theory X:

people do not like to work and avoid work whenever possible;

people who do not have ambition try to get rid of responsibility, preferring to be led;

people want security;

to force people to work, it is necessary to use control, coercion or the threat of punishment.

Based on these assumptions, the autocratic leader centralizes authority, structures the work of subordinates, giving them little freedom to make decisions, and exerts psychological pressure to ensure that work is done.

According to the "Y" theory:

labor is a natural process, and if conditions are favorable, people take responsibility and even strive for it;

if people are attached to organizational goals, then they use self-management and self-control;

inclusion is a function of reward;

the intellectual potential of the average person is partially used.

The democratic leader prefers mechanisms of influence that appeal to high-level needs: the need for belonging, high purpose, autonomy and self-expression. The task of the leader is to create an atmosphere of openness, trust and benevolence.

2) Likert theory. He identified two types of leaders: a leader who wants to increase productivity, a task-oriented leader, and a leader focused on a person. The first is characterized, first of all, by concern for the design of the task and the development of a reward system, for the second - the improvement of human relations and the involvement of workers in management. Four systems of leadership style have been proposed:

advisory- tactical decisions are made by subordinates, and strategic decisions are made by the leader;

democratic- full trust between managers and subordinates, decision-making is decentralized, that is, the so-called group leadership;

Thus, Likert rigidly divides the types of leadership, believing that it is impossible to focus on both work and a person at the same time, and believes that the most optimal behavior is a person-oriented leader.

3) The management grid of Blake and Mouton, who ranked the degree of "concern for a person" and "concern for production" on a 9-point scale, highlighting 5 main leadership styles.

organization

Holiday House

fear of poverty

command

Degree of production care

1-1 - the manager needs a minimum of effort to achieve such a quality of work that will avoid dismissal;

1-9 - the leader is focused on warm human relationships, but cares little about the effectiveness of completing tasks;

9-1 - the leader cares about the efficiency of the work performed, not paying attention to the morale of subordinates;

5-5 - the leader finds a balance of efficiency and good morale;

9-9 - The leader ensures that subordinates consciously join the goals of the organization, which ensures both high morale and high efficiency;

Approaches based on situational Ideas have already been proposed to explain the effectiveness of leadership through various situational variables, while not taking into account the leader as a person.

1) Mitchell and House theory

This theory is called "path-goal" and attempts to explain the impact that the behavior of the leader has on the motivation, satisfaction and productivity of the subordinate. The leader can encourage subordinates to achieve the goals of the organization, influencing the way to achieve these goals:

clarify what is expected of the subordinate;

support, help eliminate interference;

direct the efforts of subordinates to achieve goals;

meet the needs of the subordinate when the goal is achieved.

The model is based on the following leadership styles:

support style focused on human relations;

task-oriented instrumental style;

a style that encourages the participation of subordinates in decision-making;

a style focused on the achievement of subordinate tasks.

Leadership style, according to this model, depends on two situational factors: the personal needs of subordinates (self-respect, autonomy, belonging, self-expression) and demands and influences from outside. external environment(the conviction to influence others).

2) Vroom-Yetton model

According to the authors of the model, there are five leadership styles that a leader can use, depending on the extent to which subordinates are allowed to participate in decision-making, as well as on the characteristics of the situation or problem, which can also be divided into groups:

autocratic styles

A I - you yourself solve the problem and make a decision;

A II - The role of subordinates in decision-making - to provide the necessary information, and not to seek a solution;

Advisory styles

C I - Work with your subordinates individually, without gathering them in a group. Your decision does not reflect the influence of your subordinates.

C II - You work with the team, but your opinion may not reflect the opinion of the team.

Group style

G II - style full participation: joint decision Problems.

This model differs from others in that it focuses on decision making, but it also highlights the absence of a universally optimal method of influencing subordinates. The optimal style depends on the changing variables of the decision situation.

3) Fiedler's theory

Fiedler's model was an important contribution to the development of the entire theory of leadership, as it first focused on the situation and identified three factors that influence the behavior of the leader:

Relationship between leader and team members.

Task structure.

3. Official powers.

The author believes that although each situation has its own leadership style, the leader's style remains unchanged, and since a person cannot adapt his leadership style to the situation, he must be placed in situations that best suit his leadership style. This will ensure a balance between the requirements put forward by the situation and the personal qualities of the leader, which leads to high performance and satisfaction. To determine the leadership style, Fiedler conducted a survey to find out the portrait of a manager whose personal qualities would be least preferred by employees of a certain group (CPC - the least preferred colleague).

Managers with a high CPD rating build relationships with subordinates on a personal basis and mutual assistance, a low one focuses on the task and focuses on production. Based on the fact that team relations can be good or bad, the task is constructed or not, and the official power is large or small, Fiedler suggests eight potential leadership styles. The approach warns against the simplistic view that there is one, optimal leadership style - independent of circumstances.

Thus, leadership in the organization is closely related to the motivation of labor, as can be seen from the theories of motivation, which are considered here in a slightly different light from the leader-manager. The evolution of approaches went from simple to complex, from determining the qualities and styles of a leader to considering situations in which a leader has to be.

CHAPTER 2. The role of leadership in managerial decision-making

2.1. Theoretical aspects of decision-making by a leader

The result of the manager's work is a managerial decision, although this is not only his prerogative. The whole activity of the organization depends on what this decision will be, it also depends on whether the goal will be achieved or not. Therefore, the adoption of a decision by a manager always presents certain difficulties. This is due both to the responsibility that the manager takes on and to the uncertainty that is present when choosing one of the alternatives.

Most of the problems that occur in the work of a manager are not so often repeated, and therefore their solution is also a kind of problem - a problem of choice, which is not always easy to make.

Decision is the choice of one of the alternatives that are available to solve a certain problem.

In its turn, problem- This is a situation that represents an obstacle to the achievement of the goals set by the organization. Making ineffective decisions is often due to a lack of skills to think logically. It is essential to approach decision making as a rational process. The goal of decision-making is to make the best choice from several available options in order to achieve a certain, most beneficial result.

Ben Hiers in his book "The Philosophy of Professional Decision Making" suggests the following algorithm of actions for rationalizing decision making:

1. correct wording of the question. Where the manager needs to make sure that, first, the question is not too simplistic in order to help himself make a simple decision; secondly, that short-term considerations dominate over medium-term and long-term ones; thirdly, that this problem has been thought out comprehensively and deeply

Choice of alternatives. Here it is necessary to put forward as many ideas as possible. The wider the choice, the more opportunities for making an effective decision. During this stage, the decision maker is forced to make certain commitments to the future course of action. Further analysis alternatives allows you to narrow the scope of choice. When choosing an alternative, three approaches can be used: taking into account past experience; conducting an experiment; research and analysis.

Consequences. Any decision is based on risk and probability, because you cannot foresee everything that will happen. However, it is necessary to calculate the consequences as realistically as possible. possible alternatives. We can reliably assess the potential effectiveness of one solution in relation to another when the results have already been identified and evaluated.

Decision. Experience, imagination and reason all play a role in decision making. Experience gives us patterns and precedents. Imagination is the ability to choose, and the ability to foresee the consequences.

Follow-up activities. Often new, unique problems arise, the solution of which does not fit into the usual and standard framework. In this case, creativity is needed. There are many methods of creative search for alternatives: “brainstorming”: a method of putting forward proposals; group analysis of the situation; causal diagram; opinion map. It is important to understand that the creative environment when looking for alternatives is created by the leader himself. It helps to make the search for alternatives more creative: motivation for the search; providing more information that allows a comprehensive and deeper knowledge of the problem; free discussion and admission of any ideas to solve the problem; creating conditions for insight; testing the idea by other people for its compliance with the established criteria.

All proposed alternatives at subsequent stages should be compared with each other to evaluate the subsequent choice of the best of them. Evaluation involves determining the negative and positive aspects of the alternatives under consideration and establishing a certain level of compromise between them. For this, both quantitative and qualitative measures are used.

Drawing on past experience is the most commonly used approach in choosing an alternative. Experienced managers not only use this approach, but also strongly believe in it. This underlies the assertion that the higher the level of leadership, the more experience is required. To a certain extent, experience develops the manager's skills and abilities, the time spent on decision-making. Experience in problem solving and decision making develops skills in judgment and intuition. However, it is believed that relying on past experience to plan for the future can be very dangerous. The right decision is based on future events, and experience is based on the past. Experience becomes a useful and powerful tool in decision making if it is carefully analyzed. In this regard, it is of great interest to the manager to study the experience of successful companies, as well as companies that have failed.

Experiment as a method of selecting an alternative is based on taking one or more alternatives and trying them out in practice to determine what might happen. There is a fairly strong opinion about the need for widespread use of this method in management and, in particular, in decision-making. It is believed that this is the only way for the manager to achieve confidence that the decision being made is correct. However, the monetary side of the experiment should be taken into account. Also, the complexity of using the experiment is that even after its completion, the manager may still have doubts about the correctness of the choice, since in the future the situation will not necessarily copy the situation in the present.

It is believed that the most common and perhaps the most effective method for selecting alternatives is through research and analysis. This method involves solving the problem based on the search for relationships between its most important variables, constraints and fundamentals, which are considered in relation to the goals.

2.2. Leader decision making concepts

The effectiveness of managerial decision-making is primarily influenced by the leader's leadership qualities. Without the ability to select, prepare, organize, interest and evaluate people, not a single managerial decision will achieve its goal.

Categories of Leadership Behavior Garry Yukla. He developed nineteen categories of manager behavior. Yukla's work allows managers to create the right image of a leader, to calculate the correctness of various actions. And all this is done in order to bring the management process to a qualitatively new level:

Emphasis on production. Including all measures to increase the productivity and efficiency of the production process.

sensitivity, attentiveness. A manager must give some support to people who believe in him.

Inspiration. The ability of a leader to stimulate enthusiasm.

Praise and recognition. The head expresses gratitude, confidence in maintaining such an attitude to work in the future.

Reward for activities for the benefit of the company. Appreciation in the form of a cash bonus, promotion, and so on.

Participation in decision making. The manager consults with subordinates on important issues of doing business in the company.

Broadcast powers. The leader transfers part of his functions and responsibilities, while the team members themselves decide how to most rationally approach the performance of the work assigned to them.

Clarification of roles. The manager communicates to subordinates their duties and responsibilities.

staging goals. Pays attention to each of the tasks performed, explains the overall task.

Education. The manager determines the need for retraining and advanced training for his subordinates.

Spread of information. The manager keeps subordinates informed of all events taking place in the company

Problem solving. The manager takes the initiative to solve problems that arise in the process of work.

Planning. The leader draws up a clear program of actions to implement the goals set.

Action coordination. The manager must ensure clear coordination between the various departments of the organization.

Making work easier. The leader provides subordinates with support, supplying the necessary raw materials, providing additional amenities.

Engagement of consultants. The manager maintains contacts with specialists in various fields, resorts to their help, advice, and consultation.

Establishing a favorable climate a team. The leader does everything to maintain an atmosphere of trust and mutual understanding, cooperation and mutual assistance among his subordinates.

Conflict Management. To do this, he can carry out certain preventive work.

Discipline and criticism. A situation when it is necessary to restore discipline, criticize subordinates for dishonesty, violation of instructions, poor-quality work.

Thus, the work of Yukla allows us to trace the strong influence that the activities of the leader have on subordinates, the atmosphere in the team and the results of the organization as a whole.

2) The human factor in Belbin's theory of team roles. In modern conditions, team decision-making is practiced, i.e. make full use of the human factor. Each team manager has a specific role. Three closely interrelated groups stand out in particular: roles related to interpersonal relationships and interaction between employees of the organization, informational, and decision-making. Often you have to change and combine roles. There is an interesting approach to using roles in managing and making effective decisions. [ Milner B.Z., "Organization Theory": Textbook, M .: INFRA-M, 2004, 132 p.]

It is well known that the composition of the leadership and the approach to managing an organization directly affects its success. The main thing is to correctly define the role of each team member. The theory itself is built on the fact that any, even the smallest organization, should take advantage of teamwork where everyone plays their part. There are nine such roles in this theory..

Each manager has his own role, while taking into account that the role has advantages and disadvantages. To recruit a successful team, you need to balance the roles. Moreover, the choice of the position of each employee directly depends on the problem being solved and the specific situation.

According to Belbin, there are three categories of roles in a team:

Action people: shaper, implementer, pedant;

Socially oriented: coordinator, resource researcher, soul of the team;

Intellectual roles: idea generator, analytic strategist, specialist.

Roles are complemented by specific content depending on the organizational environment in which people work. It is not necessary to combine all roles to create a successful team. The main thing is that they are compatible.

Once you have decided on the roles, you need to carefully select a good team. In this question, it is very important to understand the difference between a team and a group:

the team has a limited size, optimally 4-6 people. The even number is not accidental - it is associated with role-playing couples. If there are many talented and strong managers in the company, then it is best to divide them into 2-3 teams and set one goal for them. This will allow you to find several ways to solve the problem and ultimately lead to a successful result;

the team is more likely to identify the roles of employees, they are capable of mutual understanding and support. While in the group everyone is focused on himself, does not tolerate competition and more often goes to confrontation;

cohesive teamwork allows for joint leadership or delegation of authority. The group retains sole control.

Thus, in order to succeed in the implementation of solutions, it is necessary to use the management of the "new age", where not one leader dominates, but a well-balanced and creative team.

3) The Vroom-Yetton Model of Executive Decision Making. The model focuses on the decision-making process. According to her, there are five leadership styles that a leader can use, depending on the extent to which subordinates are allowed to participate in decision making.

The manager himself solves the problem using the information currently available.

The manager receives the necessary information from his subordinates and then solves the problem himself.

The manager presents the problem individually to the subordinates concerned, listens to their ideas and suggestions, but does not collect them together in one group. Then he makes his own decision.

The manager presents the problem to a group of subordinates, and the whole team listens to all ideas and suggestions. Then he decides

A manager poses a problem to a group of subordinates. Together they find and evaluate alternatives and try to reach an agreement. He doesn't influence the group to make "his" decision.

Criteria for the problem according to the Vroom–Yetton model

The value of the quality of the solution.

Availability of information and experience to make a quality decision.

The degree of structure of the problem.

The importance of subordinates agreeing with the goals of the organization and their involvement in the effective implementation of the decision.

A certain probability, based on past experience, that an autocratic decision by a leader will be supported by subordinates.

The degree to which subordinates are motivated to achieve the goals of the organization if they fulfill the tasks formulated in the problem statement.

Probabilities of conflict between subordinates when choosing an alternative.

A similar situation can arise, as it often does, if the leader is transferred from a unit with highly structured tasks to a unit with unstructured, creative tasks. Research has shown that effective leaders respond to situations flexibly by changing styles.

A leader who wants to be as efficient as possible cannot afford to adopt one style of leadership throughout their entire career. Therefore, an effective leader is one who can behave differently depending on the requirements of reality. (Appendix 1)

Thus, in some situations, leaders can achieve their effectiveness by structuring tasks, planning and organizing tasks and roles, showing care and support, in others they can influence by allowing subordinates to participate in decision-making to some extent, rather than structuring working conditions. But the main thing is that there is no universal leadership style, and even in the conditions of one organization, as the staff changes, the leader must change his approach.

CHAPTER 3. Making managerial decisions in CJSC Investment Programs of Siberia

3.1. General characteristics of CJSC "IPS"

Closed Joint Stock Company "Investment Programs of Siberia" began its work in the regional market in 1994. Advertising activities, as one of the areas, she began to engage in at the end of 2007.

Today, Siberian Investment Programs unites both qualified employees with decades of experience and young, promising professionals who are able to bring new ideas and make the company's work more dynamic.

Consistently high quality of services provided and flexible pricing policy are the main postulates on which the company's work is based. Therefore, in a relatively short period of work in the field of advertising, IPS CJSC has acquired reliable partners and regular customers.

Development of a corporate identity based on a completely new concept optimized brainstorming. When developing a corporate identity, the creative group includes designers, journalists, marketers, sales managers, promotional managers, directors of mass cultural programs, KVN attendees, all this allows us to approach the development of corporate identity professionally and as creatively as possible. As a result, the customer is provided with several options, the opportunity to conduct a "pilot" study on the perception of each version of the corporate identity, the development of an office interior in the style and colors of the company.

Carrying out BTL events. Which includes all the main BTL technologies. Thanks to its own capacities and reliable partners, the company is ready to solve complex tasks such as: production of the necessary advertising materials, implementation of the entire advertising company as a whole (BTL + ATL). Thanks to the presence of its own creative team, it is ready to offer both standard events, such as tasting or distribution of leaflets, as well as completely new individually developed advertising concepts.

Printing Services.

Development of electronic presentations.

Development and production of CD business cards.

3.2. Decision-making procedure in CJSC Investment Programs of Siberia

The decision-making procedure in CJSC "IPS" is carried out taking into account the official powers of employees. Decisions are made at the level of the meeting of shareholders, as well as the executive director and heads of departments. Further decisions are transferred to the specialists of each department, who act on the basis of job descriptions.

Decisions are made on the basis of the goals and objectives of CJSC IPS. Therefore, to justify decisions, methods of economic analysis and verification of compliance with development goals are used.

Based on a survey of employees of the advertising department and its head, 2 main problems of the organization were identified: the head put in the first place the insufficiency of the customer base, and the employees - the high turnover of the design staff. Thus, there is disagreement in the department about the main problem, so it is worth considering all existing problems to determine their degree of importance, the consequences of each of them if they are not solved, and the possibility of solving them (on a scale of 1 to 10).

Table 1. Definition of the main problem

Thus, the most important issue at the moment is "High turnover of design staff". This is most likely partly due to the fact that design employees do it on a contract basis and do not have a regular income. As a result, the advertising department has to spend a lot of time searching for suitable candidates for design positions, but there is no way to provide decent motivation for them to solve this problem.

Nevertheless, it is also important for the leader to understand not only the importance of solving or not solving the problem, its prospects, but also the ways to solve it. To do this, he needs to know the following characteristics of it: the degree of formalization (whether the problem is structured or semi-structured), the priority or urgency of the need for a solution, as well as the scale of the problem (organization as a whole, structural unit, separate branch).

Table 2. Classification of existing problems in the advertising department

It is equally important for the manager to understand which problems are interconnected, because it may turn out that when solving one problem, some of the remaining ones will be resolved by themselves. To do this, you need to build a table that reflects the causal characteristics of existing problems:

Table 3. Causal relationship

Thus, the block diagram of the main problem will look like this:

Symptom Cause Effect

The target orientation of solving this problem will be determined by the head of the advertising department, which primarily focuses on the quality of services provided. Thus, the goal of solving this problem is to reduce the staff turnover of the design staff.

During the interview with the staff and the head of the advertising department, the following alternatives were put forward as a solution to the existing problem:

Set up freelance designers as a separate department within the advertising department.

To increase the number of attracted designers at the expense of design students, for part-time jobs and internships.

However, the following limitations were identified for the considered alternative solutions:

For the first alternative:

insufficient financial independence of the department;

lack of funds for expansion;

For the second alternative:

insufficiency of funds;

complicating the process of hiring new, possibly temporary, designers.

For the third alternative:

ignorance of the opportunities and potential of students at the primary level;

weak interest and attachment of student interns to the advertising department.

Due to the lack of competence in making decisions on the creation of a new department, the first alternative is not possible to implement. For the remaining alternative solutions, the following qualitative and quantitative criteria can be distinguished:

Table 4. Evaluation criteria

And in accordance with the criteria obtained, an assessment of alternatives was made.

Table 5. Evaluation of alternatives

Thus, according to the assessment, from the existing alternatives, it is better to choose alternative No. 2 "Decoration of designers as employees of the advertising department." The head of the department also decided to carry out a similar procedure for identifying and evaluating alternatives for other key problems, such as “Lack of an accumulated base of active customers” and “Shortage of funds”, which is primarily due to the fact that these are external problems, as well as or "Decreased motivation of the advertising department staff", as it is closely related to the high turnover of the design staff.

CONCLUSION

Leadership is a multifaceted social phenomenon, an indispensable element of a modern management system and its “trigger mechanism”, the phenomenon of which manifests itself in any more or less organized groups striving for some common goal for the group.

Often the leader's leadership is recognized by followers when he has already proven his competence and value for individuals, groups and the organization as a whole. In this case, as the most characteristic features of an effective leader, one can single out:

employee trust;

the ability to see the situation as a whole;

ability to communicate;

flexibility in decision making, etc.

Leadership in an organization is closely related to the motivation of labor, as can be seen from the theories of motivation, which are considered here in a slightly different light from the leader-manager. The evolution of approaches went from simple to complex, from determining the qualities and styles of a leader to considering situations in which a leader has to be.

In some situations, leaders can achieve their effectiveness by structuring tasks, planning and organizing tasks and roles, showing concern and support, in others they can influence by allowing subordinates to some extent participate in decision-making, rather than structuring the conditions for the implementation of work. . But the main thing is that there is no universal leadership style, and even in the conditions of one organization, as the staff changes, the leader must change his approach.

After analyzing this company, 2 main problems of the organization were identified: the head put in the first place the lack of development of the client base, and the employees - the high turnover of the design staff.

According to the evaluation of the existing alternatives, it is better to choose alternative No. 2 "Decoration of designers as employees of the advertising department." The head of the department also decided to carry out a similar procedure for identifying and evaluating alternatives for other key issues, such as “Lack of an accumulated base of active customers” and “Shortage of funds”

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