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

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

There are the following management styles:

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

condemns insufficient work;

encourages slow-working employees to put in more effort;

emphasizes the volume of work;

guides with an iron hand;

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

encourages employees through pressure and manipulation to even greater efforts;

requires more performance from low-performing employees.

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

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

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

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

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

supports its employees in what they do or should do;

stands up for his employees.

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

Management style has three problems:

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

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

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

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

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

high awareness;

high self-control;

foresight;

good decision making ability;

penetration ability.

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

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

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

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

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

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

recognition of the head by the sole authority;

recognition and implementation of orders of the head;

lack of desire to possess the right to control.

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

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

Typical signs of a corporate management style:

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

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

Requirements for a corporate managing director, according to Shtopp:

openness;

trust in employees;

waiver of individual privileges;

ability and willingness to delegate authority;

official supervision;

results control.

subordinates regarded as partners capable of relatively independently fulfilling " daily work". When evaluating subordinates with this style of leadership, they most often proceed from the "theory at theories hu, according to which:

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

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

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

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

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

Requirements for corporately managed subordinates, according to Shtopp:

desire and ability to bear personal responsibility;

self-control;

use of control rights.

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

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

In order to successfully apply delegation management, you must:

delegation of tasks to employees;

delegation of competencies to employees;

delegation of responsibility for actions to employees;

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

establishing the procedure for regulating exceptional cases;

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

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

acceptance by the manager of responsibility for leadership;

creation of an appropriate information system.

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

Advantages delegate method control:

leader unloading;

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

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

Disadvantages of managing the delegation method:

the leader delegates as few interesting tasks as possible;

hierarchical relationships can be asserted;

strong focus on tasks, not on employees;

establishment of hierarchical relations "horizontally".

Why do managers not delegate enough authority?

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

Why are subordinates not ready to take responsibility?

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

How to delegate?

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

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

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

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

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

Management or leadership style - the most important factor in enterprise management. Correctly defined and successfully applied style allows the most successful use of the potential of all employees of the enterprise. That is why in last years many firms pay so much attention to this issue.

Priority goal: Unquestioning obedience.

The main goal of directive (authoritarian) management is to achieve unquestioning obedience. Supporters of this style of management prefer orders and orders and are not inclined to dialogue with employees. Such leaders closely monitor the work of subordinates and severely chastise them for mistakes, supplementing this with a hidden, and sometimes overt threat. Of the methods of motivation, mainly one is used: the leader draws to subordinates Negative consequences who are waiting for them in case of non-compliance with his orders.

Directive (authoritarian) management style is most effective

• when it comes to solving unambiguous, straightforward problems;
• in a crisis situation;
• when deviation from the instructions of the management threatens with serious problems;
• when dealing with quarrelsome employees (unless other approaches have worked).

The directive (authoritarian) management style is the least effective

• when they try to apply it to solve ambiguous tasks - the more difficult the task, the lower the effectiveness of this style (to the point that a rebellion in the team is possible);
• in the long run;
• when a manager deals with motivated and talented employees.

Effective use of directive (authoritarian) style

• Learn more about your work. You should know about official duties more employees than they know. Your opinion on a particular job issue should take precedence over all others.
• Give clear orders. You want to be precise and precise—now is not the time to chit-chat.
• Be decisive. You have the duty to make decisions, you bear the main responsibility here and therefore must inform subordinates about your desires by all means - verbal and non-verbal.
• Establish clear criteria for assessing the quality of work. You want people to clearly understand what you require of them.
• Supervise the work of subordinates. Always be aware of what is happening. Establish procedures that will allow you to always have access to the information necessary to evaluate the diligence of each employee and their labor achievements.
• Draw the attention of subordinates to all cases of non-compliance with the rules. Let them know what kind of behavior cannot be considered satisfactory. Insist on strict adherence to the organization's rules.

“Every broom sweeps differently” - hidden in this popular saying is the idea of ​​a variety of personality types of leaders and their management styles. By carefully observing the work of several managers in a team, you can notice the difference in the formation of working relationships. manager directly affects the performance of the company. This fact can explain why some companies close, while others live and prosper even in times of crisis.

The personality of the manager, management styles and company results - these things are closely related. Combining several methods of guidance, you can get closer to the ideal result. After all, the style of the leader and the effectiveness of management are inseparable things. If you are a boss, then it is important for you to understand what kind of person you really are. So you will understand your strengths and weaknesses, and you will be able to achieve better results.

Brief description of leadership styles

Management style is a complex of relations between management and subordinates and methods of influencing these two groups on each other. The performance of subordinates, the atmosphere in the team and its ability to achieve the goals and objectives depend on the quality of these relationships. Leadership styles in managing a team can be of five types.

The famous American-German psychologist and writer in the 1930s published and identified three leadership styles that later became classics. A little later, they were added more inconsistent and situational. Having studied the table with a brief description of the manager, you can find yourself and immediately proceed to reading the desired section. And it is better to read the whole material - in life you will have to deal with different people, and it is better to be prepared. What are the management styles of a leader?

Authoritarian

(from Latin auctoritas - power, influence) - domineering, not loving to discuss, to be objected to, and even more so resisted. If the boss belongs to this type of people, then the manager's management style is authoritarian. This type belongs to one of the three classic ones.

Characteristics of a manager

This management style of the leader - authoritarian - is justified in stressful situations: wars, crises, epidemics, and so on, because such a person acts quickly and takes responsibility. In conversations, he is tough and uncompromising. Authoritarian leaders climb to the highest levels of power and successfully maintain their position. This style of leadership is more common in Russia than the rest. This can be fully justified in large companies, factories, creative teams and the army. Negotiations about purchases or approvals are carried out in a tough mode, in an atmosphere heated to the limit.

An authoritarian leader collects all power in his hands and does not allow anyone to even encroach on part of it. Subordinates are under strict control and constantly undergo various checks. But authoritarian style divided into two more models: exploitative and benevolent.

"Exploiter" fully justifies its name, it's directly "Pablo Escobar" in the company. Such a manager squeezes all the juice out of his subordinates, does not consider the interests of people, the opinion of someone does not interest him at all. It can stimulate employees with threats, blackmail, fines and other persecution.

Never allows even the slightest independence in making decisions or performing tasks. Everything must be done exactly as the “exploiter” said. Any authoritarian leader constantly issues orders, decrees and other resolutions. Everything is certified with seals, paintings and dates. In the matter of completing tasks, he is extremely demanding and impatient, although he is able to make concessions if he is not under emotions. If the leader is not in the spirit, then he can say and do anything, and then you can not wait for an apology. At the same time, this behavior should not be confused with manipulative techniques, when all emotions are just a “theatre” - authoritarian leaders love to use this. Subordinates are deprived of the opportunity to take the initiative.

The "benevolent" management style of the leader creates a more benevolent atmosphere, if you can call it that. Such a leader is already interested in the opinion of his subordinates, but can act in his own way, even if the opinion was expressed correctly. In general, such a boss communicates condescendingly, “paternally” with his subordinates, he can sympathize, but dryly and literally for a second, and then he immediately reminds that the subordinate is now at work, and no one is interested in his experiences. You should not think that the second model is very different from the first - for all its benevolence, it is still an authoritarian leader: tough, domineering and demanding.

Any of these types love letters, signs, seals, paintings, abbreviations and abbreviations. All this should be big, sweeping, imperial. Such leaders are people with a paranoid personality pattern - power-hungry, distrustful and unprincipled. As a rule, workaholics who do not know how to relax, who love and are able to impose their opinion and will on others.

Relationships with subordinates

If in relations with subordinates the “benevolent” leader builds a distance that no one can cross, then for the “exploiter” this distance becomes intergalactic. The conversation is built in an orderly rude form. Employees are depressed and devoid of motivation, while the risk of developing conflicts in the company is high. Criticism, even constructive, is absent as a concept.

Not everyone has the courage to ask such a leader about something personal, and this is justified - "Pablo Escobar" does not want to know anything about his subordinates, and even more so to think about the difficulties of his employees. The possibility of getting something, even for an enterprise, is almost zero if the autocrat himself did not speak about it. And if he said earlier, then he himself will decide when, to whom and what to receive. It is useless to argue with such a type - he has excellent tempering in tough negotiations, and a subordinate cannot speak to him. If the subordinate continues to insist, he will quickly receive a fine or reprimand, and at the same time he will still have to follow the instructions. It is useless to show emotions in front of such a leader - he will look at a person like a carpet. Zero empathy.

A “benevolent” type can listen to a subordinate, but he will have to immediately get to the point and not drag out the rubber, otherwise everything is “your time is up”, and you can only get to him with your question in the next life. It happens that the leader can even give advice. A "benevolent" can provide a vacation, departure on urgent business, or an overpayment - but for this you need to "defend" your plan in front of him, as if to sell him the idea of ​​\u200b\u200bwhy he should do this for you. But even if everything is done brilliantly, there is a big risk that the leader will do it his own way, and it is impossible to know the reasons for the decision.

Problem solving

Everything is simple for the "exploiter" and the "benevolent" - everyone must work without rest and break and lay down their lives for the benefit of the enterprise. Those who disagree with this are declared "enemies of the people" and must leave the company.

Subordinates are required to follow orders implicitly. The faster and better the duties are performed, the more successful the enterprise achieves. And the more new tasks the autocrat will lay on the shoulders of his subordinates. In solving problems, authoritarian leaders have no principles - the end justifies the means. This should be remembered, because the greater the level of influence of the autocrat, the tougher he will act.

Way of communication

It’s not worth playing around with such managers and showing duplicity - they will figure it out in no time. Let not today, but tomorrow, and even then it will not be good. An autocrat knows how to weave intrigues better than anyone, so it’s not worth competing in this direction either. By the way, about competition - this is the strong point of an authoritarian (and paranoid too) person, it is better not to get in his way. Why? Because there are no principles, and to achieve the goal, the autocrat justifies any means. Attempts to suggest will fail - autocrats have zero suggestion. Best Approach- cooperation. So it will flow easier, and on the horizon there will be an opportunity career development. Examples of leaders: Donald Trump, Joseph Stalin, Adolf Hitler.

Democratic

The style of work and management of a democratic leader is a mirror image of an authoritarian one. This style of work implies an even distribution of duties and responsibilities among the employees of the company. The leader-democrat gathers a team of subordinates around him, on which he can rely. A team that solves problems and launches even complex projects, and for this you do not need to force or intimidate employees. At the same time, there will still be responsibility, because a democrat is not a liberally conniving person, but a leader focused on a specific result.

Democratic managers also reach great heights in business and politics, just like authoritarian ones. Only they create a more benevolent atmosphere than autocrats.

Characteristics of a manager

People with expressed but at the same time not putting their ego in the first place gravitate towards the democratic style. A democratic leader is a peaceful warrior: he does not start the war first, but if he is attacked, he will have to answer to the fullest extent of the law. This management style of the leader creates a friendly atmosphere in the team and helps to take care of the staff in solving problems with a certain degree of creativity. Such a leader can, without any special claims, consider the issue of time off, help or purchase new technology For the company. If you supply your ideas or requests evidence base, then the manager can be persuaded to make a positive decision on your issue.

Relationships with subordinates

Comrades are formed, business relationship, which can flow into friendly ones, although this is rare. Whatever the manager's management styles, do not forget that this is the leader, and there is no need to overstep the bounds. A democrat leader uses a humane approach to his subordinates, enters into their position to a certain limit, easily arranges motivational contests or gifts for overfulfillment of plans.

People with this style of management feel best in middle-level positions, for example, the head of a department or the head of a city district. Even in companies with an authoritarian management style, in departments with a democratic leader, “their own atmosphere” develops - at the same time, the authority of the head of the department is higher than that of the head of the organization.

Of the minuses, the following can be noted: a democrat can play "friend", and then more and more disputes will arise and conflict situations instead of work. The shift in focus from achieving goals to increased attention to employees does not bring the team closer to achieving goals. In this case, the Democrat leader loses authority and the level of influence on the team, but he still has a bonus in the form of a fine or an order up his sleeve, although such bosses rarely use it.

Problem solving

Problem solving boils down to the fact that at first a plan of action is developed by collective efforts. After that, performers are selected based on skills and abilities. Without any resistance, such a leader invites an external expert to the team and listens to his opinion. By the way, none of the subordinates is forbidden to express their opinion, because the leader is concerned about achieving the result, and realizes that he risks missing something important.

When planning deadlines, it puts a margin of time into the plan, because it takes into account the likelihood of errors by the staff, and it still takes time to correct them. If difficulties arise in the course of the work or there is an opportunity to do everything differently, then the manager is quite easily reorganized according to the situation, although he does not really welcome this.

Way of communication

The leader-democrat chooses the generally accepted style of communication. You can go to his office and “steal” some time. He listens to the opinion of the staff, especially if the words are backed up by facts and figures - this is worth using. You should not put pressure on such a leader - although he is soft, he bends like bamboo, and if you press hard, he will seriously answer. Whatever the leader, styles and methods of management will be very different. The best way communication - cooperation. You need to act within the framework of the task, without breaking the deadlines. If you can improve or redo the work - you need to immediately contact the boss, keep him up to date. Examples of personalities: Vladimir Putin, Evgeny Chichvarkin, Lavrenty Beria.

liberal anarchist

This style of governance is similar to democratic, but there are differences. It is characteristic that the leader, having set the task clearly and clearly, setting the deadlines and speed of implementation, fades into the background. Thus, he allows subordinates to act independently, while almost not limiting the means and methods of performing tasks.

Liberal style is suitable for management At the same time, it is not necessary that it will be a song and dance group, the editorial office of a magazine, a design bureau, and other similar groups will do.

Characteristics of a manager

The liberal style can be divided into two areas: anarchist and expert. In the first case, the leader is a weak person, non-conflict, conformist. He puts off the solution of important issues until the last moment, or tries to completely relieve himself of responsibility by shifting it onto the shoulders of deputies or subordinates. Such a leader can sit in the office for days and not go out to the workers - let them work for themselves.

The second type is more suitable for the role of an expert or an invited manager for temporary tasks - he gives instructions on how and what to do, how and in what time frame. Otherwise, he does not get into work, does not pull his subordinates, only if the situation is out of control. Authority rests on the level of his expertise, knowledge and skills in the current work.

Relationships with subordinates

A liberal expert develops friendly, informal and strong relationships. Leaders grow up in such collectives, who then either take power from the liberal, or go to new collectives - as practice shows, these are authoritarian leaders.

The leader-liberal almost does not interfere in the work of subordinates, providing the maximum possible freedom of action. Provides subordinates with information, tools, trains and instructs, reserves the right of the final decision.

Problem solving

You should not think that a liberal leader will sit in his "shell" and not show his nose. It happens, but it does not characterize all liberal leaders. On the contrary, in the current situation, the popularity of this method of managing people is growing. This is especially noticeable in scientific, creative or other teams where the level of knowledge, competence and experience is high - a highly qualified specialist does not tolerate a slavish attitude to himself, as well as excessive guardianship.

In the "manager and organization" relationship, "liberal" management styles are well known. Soft management, trust, cooperation and cooperation - these are the foundations of the liberal style of company management. There is no bad way to manage people, only the wrong use of the tools in your hands. Determining the manager's management style should be started as early as possible - it will be easier to adapt to the situation or quickly find a new job.

Way of communication

The leader-liberal does not attach much importance to the chosen method of communication, because the impact of this on the result of work is minimal. It is worth communicating with the leader himself, based on the goals of communication and what type of personality the leader has. At the same time, management styles can be different - either an anarchist or an expert. Do not worry too much if you suddenly called the boss "you" - he will correct you, but will not punish you with a fine, like an authoritarian. Examples: Roman Abramovich, Robert Kiyosaki.

Inconsistent

The name speaks for itself - there is no consistency and logic in actions. Such a boss moves from one management style to another, but does it out of inexperience, and this is the difference from the situational style.

Characteristics of a manager

Today, such a manager is an authoritarian leader, and tomorrow - an anarchist with a developed conniving character of work. The results of the work of such a team are extremely low, and there is every chance to spoil the work of the enterprise or even ruin it. If the leader has experience in such a position, but he adheres to an inconsistent style of work, then he can be called a suggestible, weak-willed manager who cannot achieve goals.

Relationships with subordinates

The team of an inconsistent leader is dissatisfied with their manager, does not know what to expect from the boss, and besides, everyone has little idea of ​​​​the ultimate goal and their growth opportunities. Relations are developing very tensely, all this causes a growth of a negative atmosphere in the team. There is a high probability of omissions, intrigues and scandals.

Problem solving

It is impossible to achieve goals with such a leader, because he vaguely imagines how the team should work. Problem solving is shifted to deputies and subordinates, and then taken over. Then some tasks are canceled, replaced with new ones, and so on. This style of leadership breeds confusion and anarchy.

Way of communication

The same ambiguous and depends on the state of affairs in the company and the mood of the boss himself. Today he can tell stories about how he spent the weekend, and tomorrow he can play the role of the authoritarian “Pablo Escobar”. A subordinate with developed leadership and manipulative skills is able to unsettle such a leader for a long time. And then from his own chair. Examples: such people rarely achieve serious heights, but there is still a vivid example - Mikhail Gorbachev.

Situational

The management style in which the relationship policy adjusts to the current state is called situational. This is the best way to manage people and enterprises - in times of crisis it helps to get together, and when the market rises, strengthen competitive advantages.

Do not confuse the situational approach and the duplicity of the leader. In the first case, the boss chooses a communication style based on the behavior of a particular person or group of people, in order to launch the work as efficiently as possible. In the second case, the boss takes different positions based on his own benefit.

Characteristics of a manager

These are experienced managers with many years of experience who have worked in different areas in several areas. In some people, management skills are inherent in nature - these are the so-called managers from God. But talent is replaced by diligence and constant learning. Knowing how to influence a person now comes with experience. This is one of the most acceptable ways to lead a team. With inept attempts to copy the style, there is a danger that the leader will turn into a opportunist who says what is profitable at the moment.

Relationships with subordinates

They develop confidentially, openly and easily - the team constantly has the feeling that their work is literally burning in their hands, and the leader always knows what needs to be done, how to punish and cheer up the team. In view of the large practical experience such leaders really seem to see through their subordinates and have the gift of foresight. Such bosses enjoy authority in the team.

The situational leader knows how best to communicate with a given group of subordinates or a single employee. In which case it is possible to remain silent or even to condone something, but it only seems to an inexperienced eye that the leader has given up slack.

Problem solving

Disputes, problems and tasks are resolved quickly and professionally. An experienced leader is able to quickly debug most of the work processes, and if force majeure happens, then people are assigned to correct the situation based on the abilities and experience of employees, and not personal preferences.

In general, the manager himself is more like a shadow - he hides his personal and is only engaged in work. He has no favorites, and if he does, then you can guess for a long time who was awarded such a role. Does not show obvious negative, on the contrary, with each troubled worker such a manager is trying to find mutual language. Through experience, this is often successful. It seems that such a person does not think about himself at all: where are all the "Wishlist" and other complexes? To this question, the situational manager will only smile and shrug his shoulders.

It is rare that such a manager is not a workaholic.

Way of communication

Like the liberal expert, the situational manager chooses a simple style of communication. Despite the high rank, such people are simple and open, and often optimistic and endowed with a sense of humor. Often enter the position of an employee and can help beyond the working relationship. With age, managers become too kind and resourceful, sometimes they can lose their grip, which is used by unprincipled workers. But the team usually stands up for the leader, and if they see meanness towards their patron, they immediately take action.

Examples: most of the military, directors and heads of factories and factories of the war and post-war period, such as Konstantin Rokossovsky, Ivan Romazan, Avraamiy Zavenyagin and others.

What style leader are you?

No matter how a manager behaves, it is worth remembering that the individual management style of a leader is made up of the characteristics of a person’s upbringing and character, so labeling is not worth it.

Management as an implementation of the leader's individual style is a complex and multifaceted process, accompanied by a high level of stress, psychological and physical loads. Becoming a leader takes a lot of time, takes a lot of time and effort, and is associated with high risk. Therefore, support from higher-level managers and ongoing training are needed.

What to do if you find yourself on this list? Take your strengths and focus on strengthening and developing them. Weaknesses it is worth paying considerable attention - problems are points of growth. The faster you reconsider your attitude towards your negative traits, the faster and better you will become as a leader.

What to do if you find your manager on the list? Now you know how it is better to build relationships with him, and what moments should be avoided.

The management style is very often not accepted by the leader consciously, it comes from his personal ideas about leadership, from his character, temperament, from the knowledge gained about the position of director. Many social factors also influence leadership style. Many times I came across directors, and especially with directors, who, after 3-5 years of management, become real petty tyrants and tyrannized the entire team. Unfortunately, the province simply abounds with such directors. And in the capitals they are not uncommon. In order to correct the style, it is necessary to find out what management styles are singled out in management practice in general, and how they affect the overall work of the enterprise.

Why study the director's work style at all - this question can only arise among amateurs who do not strive for development, who believe that their enterprise will never go anywhere in their life. This is a terrible mistake, a colossal delusion! Business can present serious surprises, internal revolutions have not been canceled. And the external influences of competitors, new legislative initiatives of the state are successfully transferred only when the team strongly stands behind its director and follows him without discussing the details. What kind of leadership style can achieve such an effect? This will be discussed in this article.

So, in management, the following management styles are distinguished: authoritarian, democratic, liberal-anarchist, inconsistent, situational.

The authoritarian style is also called dictatorial, directive. The leader in the team with this style behaves tough, he sets certain limits of work and very strictly controls their implementation. Decisions at such an enterprise are made by the director alone, there are no discussions with top management, each of the leaders works only in his own narrow niche, no one can understand the whole process. Moreover, an authoritarian leader deliberately takes on many functions so that no one else can manage and claim his place. In case of individual entrepreneur none of the relatives or heirs of the business is allowed to manage.

All decisions made are not subject to discussion, strict control over their implementation is established, if something is not fulfilled, then strict administrative measures are taken. The personality of a person, an employee, goes by the wayside. The effectiveness of the method is high only if the director receives for management an enterprise in which there is no order, discipline, no profit and the proper volume of sales. At first, when the company reaches good performance, it is this style that will put things in order. In any other case, an authoritarian style harms the company more than it benefits.

This management style suppresses the initiative, creativity of employees, innovations are introduced very slowly and inefficiently. With an authoritarian style, erroneous one-sided decisions are often made that are understandable only to one person. Employees become passive, dissatisfaction with the place of work, the company, their position, position, colleagues, the whole business and common system. More and more in such a team, fawning, intrigues, gossip begin to flourish, people experience constant stress. As a result, people either leave this place, or begin to get sick often, or simply turn into opportunists and are only engaged in deriving personal gain at work. The director needs to master this leadership style only when all sorts of cataclysms and emergencies happen.

Democratic management style

With this style, the leader must be a highly professional manager, psychologist, teacher, production worker. He, of course, makes a decision on his own, but arranges general discussions. Moreover, he himself considers the final version of the decision both before and after the general discussions. Decisions made are understandable to all employees, even in the course of their implementation initiative proposals are accepted, adjustments are made. Control of implementation is carried out not only by the head, but also by employees. From the director, subordinates see understanding, goodwill, a desire to develop their personalities together with the company. With a democratic style of management, the leader watches the inclinations and talents of employees, tries to train, direct, up to changing the type of activity and position.

This style is quite effective, promotes healthy growth and development of the company's areas of activity. Labor productivity, sales volumes increase, employees become proactive, active, they turn into a real team. There is one danger in this style of management - if control is weakened, it can turn into anarchy. The leader must closely monitor that discipline is not violated, that the team has organizational order. The leader in this management system must be very professional, hard-working, a model in everything for his subordinates.

Liberal anarchist style

This is the most neutral management style, one might even say conniving. It is in him that democracy develops, for which no one observes and builds its framework. In this atmosphere, everyone expresses their opinion, defends their point of view, and does not hear others. And even if to common decision a certain policy is adopted, everyone continues to act at their own discretion. The head of the liberal-democratic style does not have the necessary professional and psychological knowledge and skills, does not hide this, and is not respected.

And besides, such a leader does not care much that they treat him like that, he does his own thing, does not particularly touch anyone, and everyone is comfortable with this. It turns out that tasks are set, fulfilled, there is a result, but all this is in full swing, and often the movement does not quite go where it was planned, and even not at all. The psychological climate in such a team is not conducive to work, it is unfavorable for creativity, for establishing order. In such companies, motivation is very rarely involved, there is no sense of elbow of other team members. There is no benefit from this style in any situation, only harm to work.

Inconsistent style

Leaders who "suffer" from this style tend to jump from one style to another. They then begin to strictly control the work, then let go of control so much that subordinates begin to arrange complete self-government and anarchy. But sometimes in such a collective comes a healthy democracy. Such rolls, first in one direction, then in the other, give the company instability in the market, ensure the inconsistent implementation of all planned actions, and non-compliance with the company's policies.

The effectiveness of management is low, and most often this is managed by unprepared impulsive people who once studied management, but did not finish their studies. In a team with such management, there are always many conflicts, service or personal problems.

Situation Management

The most effective management style is situational. The manager applies in the company those methods and methods of management that are necessary this employee or a group of employees, but it is best if the whole team is at the same level of development. Therefore, when recruiting employees for the first time or re-recruiting, one should try to select specialists in such a way that they are all at approximately the same stage of production development.

If the team is at a low level of development, that is, they do not want to work and do not know how to do it, then it is best to apply the following actions: give clear and tough instructions, tell them in detail what to do, constantly monitor every step. If something goes wrong, then point out mistakes and even punish for deliberate failure to follow instructions. If something works out well, then praise the employees, encourage them.

The second level of development of the team, that is, the middle one, is characteristic of the state when the desire to work has already appeared, but so far there is not enough experience for the qualitative performance of all duties, but there is a desire and diligence, conscientiousness. In this case, the leader should be a mentor, an adviser who gives recommendations so that employees can show initiative, independence and creativity. Control over the execution of tasks should be constant. There should be mutual respect and goodwill in the team, psychological aspects acquire an important role in the activities of the leader. But with such democratic manifestations, it is necessary to clearly give orders and demand tough and strict implementation.

A good level of team development requires work experience, enough good organization work, cohesion of all team members. In such a team, consultations, advice and hearings are constantly held, the initiative is encouraged, comments and clarifications from subordinates are taken into work and awarded. A large share of responsibility is assigned to employees, they are given the opportunity to make advisory independent decisions.

And the last, fourth level of team development is characterized by a great desire to work and a creative approach to working in a team of professionals. In such a team, the powers of the leader at any time can easily be assigned to employees, they are confronted with a problem, goals are clarified, then opinions on solutions are accepted. The leader in such a team is best to give the right to solve problems to top managers, controlling only the key points. You can not interfere in business, you just need to support employees and help them.

E.Shchugoreva

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The head at all levels of the organization's management system acts as a leading person, since it is he who determines the purposefulness of the work of the team, the selection of personnel, the psychological climate and other aspects of the enterprise.

Management— the ability to influence individuals and groups to work towards the goals of the organization.

One of the most important characteristics activity of the leader is the style of leadership.

Leadership style- the manner of behavior of the leader in relation to subordinates in order to influence them and encourage them to achieve.

The leader is the leader and organizer in the management system. Management of the activities of groups and teams is carried out in the form of leadership and leadership. These two forms of government have certain similarities.

One of the most popular leadership theories is K. Levin's theory of leadership(1938).

She identifies three leadership styles:

• authoritarian leadership style - characterized by rigidity, exactingness, unity of command, prevalence of power functions, strict control and discipline, focus on results, ignoring socio-psychological factors;
• democratic leadership style - based on collegiality, trust, informing subordinates, initiative, creativity, self-discipline, consciousness, responsibility, encouragement, publicity, orientation not only on results, but also on ways to achieve them;
• liberal leadership style - characterized by low demands, connivance, lack of discipline and exactingness, the passivity of the leader and the loss of control over subordinates, giving them complete freedom of action.

K. Levin's research provided the basis for the search for a management style that can lead to high and satisfaction of performers.

Considerable attention was paid to the study of leadership styles in the works of R. Likert, who in 1961 proposed a continuum of leadership styles. Its extreme positions are work-centered leadership and person-centered leadership, with all other leadership behaviors in between.

1. Exploitative-authoritarian: the leader has clear characteristics of an autocrat, does not trust subordinates, rarely involves them in decision-making, and forms tasks himself. The main stimulus is fear and the threat of punishment, rewards are random, interaction is based on mutual distrust. and are in conflict.
2. paternalistic-authoritarian: the manager favorably allows subordinates to take limited part in decision-making. Rewards are real and punishments are potential, both of which are used to motivate workers. Informal organization is somewhat opposed to formal structure.
3. Advisory: the leader makes strategic decisions and, showing trust, delegates tactical decisions to subordinates. The limited involvement of employees in the decision-making process is used for motivation. The informal organization does not coincide with the formal structure only partially.
4. Democratic leadership style is characterized by full trust, based on the wide involvement of staff in the management of the organization. The decision-making process is dispersed across all levels, although it is integrated. The flow of communications goes not only in vertical directions, but also horizontally. Formal and informal organizations interact constructively.

R. Likert called model 1 task-oriented with a rigidly structured management system, and model 4 - relationship-oriented, which are based on team work organization, collegial management, and general control. According to R. Likert, the last approach is the most efficient.

Choice of management style

Management style- is a manner of behavior of a leader in relation to subordinates, which allows you to influence them and force them to do what is currently needed.

Management styles are formed under the influence of specific conditions and circumstances. In this regard, we can distinguish "one-dimensional", i.e. due to one, some factor, and "multidimensional", i.e. taking into account two or more circumstances when building a relationship "leader-subordinate", leadership styles.

"One-Dimensional" Control Styles

Douglas McGregor's theories "X" and "Y" became the prerequisite for the establishment of various "one-dimensional" management styles. Thus, according to Theory X, people are inherently lazy and avoid work at the first opportunity. They completely lack ambition, so they prefer to be leaders, not to take responsibility and seek protection from the strong. To force people to work, you need to use coercion, total control and the threat of punishment. However, according to McGregor, people are not like this by nature, but because of the difficult living and working conditions that began to change for the better only in the second half of the 20th century. Under favorable conditions, a person becomes what he really is, and his behavior is reflected by another theory - "Y". In accordance with it, in such conditions, people are ready to take responsibility for the cause, moreover, they even strive for it. If they are attached to the goals of the company, they are willingly included in the process of self-management and self-control, as well as in creativity. And such attachment is

a function not of coercion, but of reward associated with the achievement of goals. Such workers rely on a leader who professes a democratic style.

The characteristic of "one-dimensional" management styles was suggested by the domestic researcher E. Starobinsky.

"Multidimensional" management styles. "Theory X" and "Theory Y"

In 1960, Douglas MacGregor published his point of view on the bipolarity of opinions about how people should be managed. "Theory X" and "Theory Y", presented in the book "The Human Side of the Enterprise", have won wide acceptance among managers.

Theory X

1. A person initially does not like to work and will avoid work.
2. A person should be coerced, controlled, threatened with punishment in order to achieve the goals of the organization.
3. The average person prefers to be led, he avoids responsibility.

Theory Y

1. Work is as natural as play for a child.
2. A person can exercise self-management and self-control. Reward is the result associated with the achievement of a goal.
3. The average person seeks responsibility.

Thus, two views of governance are emerging: an authoritarian view leading to direct regulation and tight control, and a democratic view that supports the delegation of authority and responsibility.

Based on these theories, others have been developed, which are various combinations of the above. Also popular in Western business "management grid" theory, developed by R. Blake and J. Mouton. They pointed out that labor activity unfolds in a force field between production and man. The first line of force determines the attitude of the head to production. The second line (vertical) determines the attitude of the manager to the person (improvement of working conditions, taking into account desires, needs, etc.).

Consider the different leadership styles shown in Fig. 10.

• Type 1.1 - the manager does not care about anything, works in such a way as not to be fired. This style is considered purely theoretical.
• Type 9.1 - a style of strict administration, in which the only goal for the manager is the production result.
• Type 1.9 - liberal or passive leadership style. In this case, the leader focuses on human relations.
• Type 5.5 is in the middle of the "administrative grid". With such a compromise, average results of labor are achieved, there can be no sharp breakthrough forward. At the same time, this leadership style promotes stability and non-conflict.
• Type 9.9 is considered the most efficient. The leader tries to build the work of his subordinates in such a way that they see in it the possibility of self-realization and confirmation of their own significance. Production goals are determined jointly with employees.

Concepts of situational marketing

Attempts to define a universal leadership style have failed because The effectiveness of leadership depends not only on the management style of the leader, but also on many factors. Therefore, the answer began to be sought within the framework of situational theories. The main idea of ​​the situational approach was the assumption that managerial behavior should be different in different situations.

A model describing the dependence of leadership style on the situation was proposed in the 70s. T. Mitchell And R. Howes. At its core, it is based on motivational expectancy theory. Performers will strive to achieve the goals of the organization when there is a connection between their efforts and work results, as well as between work results and remuneration, i.e. if they get some personal benefit from it. The Mitchell and House model includes four management styles:

If employees have a great need for self-respect and belonging to the team, then the "style" is considered the most preferable. support".

When employees strive for autonomy and independence, it is better to use " instrumental style ", similar to that focused on creating organizational and technical conditions of production. This is explained by the fact that subordinates, especially when nothing depends on them, wanting to complete the task as soon as possible, prefer to be told what and how they need to do, and create the necessary conditions work.

Where subordinates aspire to high results and are confident that they will be able to achieve them, a style focused on " participation"subordinates in decision-making, most of all corresponds to the situation when they strive to realize themselves in management activities. At the same time, the leader must share information with them, widely use their ideas in the process of preparing and making decisions.

There is also a style focused on " achievement"when the leader sets feasible tasks for the performers, provides the conditions necessary for work and expects independent work without any coercion to complete the task.

One of the most modern is the model of leadership styles proposed by American scientists. V.Vrooman And F. Yetton. They, depending on the situation, the characteristics of the team and the characteristics of the problem itself, divided managers into 5 groups according to leadership styles:

1. The manager himself makes decisions based on the available information.
2. The manager communicates the essence of the problem to subordinates, listens to their opinions and makes decisions.
3. The leader presents the problem to subordinates, summarizes their opinions and, taking them into account, makes his own decision.
4. The manager discusses the problem together with subordinates, and as a result they develop a common opinion.
5. The leader constantly works together with the group, which either develops a collective decision or accepts the best, regardless of who its author is.