“Every broom sweeps differently” - hidden in this popular saying is the idea of ​​the diversity 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. management directly influences the company's performance. This fact may explain why some companies close down, while others survive and thrive even in times of crisis.

The personality of the leader, management styles and company results - these things are closely related. By combining several methods of guidance, you can get closer to the ideal result. After all, the style of a 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. This way 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 relationships 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 its goals and objectives depend on the quality of these relationships. Manager styles in team management can be of five types.

The famous American-German psychologist and writer in the 30s of the last century published and identified three leadership styles, which later became classics. A little later, inconsistent and situational were added to them. After studying the table with a brief description of the manager, you can find yourself and immediately move on to reading the desired section. It’s better to read all the material - in life you will have to deal with different people, and it’s better to be prepared. What are the different leadership styles?

Authoritarian

(from Lat. auctoritas - power, influence) - imperious, does not like to discuss, to be objected to, much less resisted. If the boss is this type of person, then the manager’s management style is authoritarian. This type belongs to one of the three classic ones.

Manager characteristics

This management style of a 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 irreconcilable. Authoritarian leaders rise to the highest levels of power and successfully maintain their position. This leadership style is more common in Russia than others. This may be quite justified in large companies, factories, creative teams and the army. Negotiations on purchases or approvals are carried out in a tough mode, in an atmosphere that is 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 the authoritarian style is divided into two more models: exploitative and benevolent.

“Exploitor” fully lives up to its name, it’s just “Pablo Escobar” in the company. Such a manager squeezes all the juice out of his subordinates, does not consider people’s interests, and is not interested in anyone’s opinion at all. It can stimulate workers 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 regulations. Everything is certified with seals, paintings and dates. When it comes to completing tasks, he is extremely demanding and impatient, although he is capable of making concessions if he is not under emotion. If the leader is not in a good mood, then he can say and do anything, and then there is no need to expect an apology. At the same time, this behavior should not be confused with manipulative techniques, when all emotions are just “theater” - authoritarian leaders love to use this. Subordinates are deprived of the opportunity to take initiative.

A leader’s “benevolent” management style creates a more welcoming atmosphere, if you can call it that. Such a leader is already interested in the opinions of his subordinates, but can act in his own way, even if the opinion was expressed correctly. In general, such a boss communicates with his subordinates condescendingly, “in a fatherly way”, he may sympathize, but dryly and literally for a second, and then he will immediately remind him 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, this 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 become people with a paranoid personality pattern - power-hungry, distrustful and unprincipled. As a rule, they are workaholics who do not know how to rest, who are loving and capable of imposing their opinions and will on others.

Relations with subordinates

If in relations with subordinates a “benevolent” leader builds a distance that no one should cross, then for an “exploiter” this distance becomes intergalactic. The conversation is conducted in a commanding, rude manner. Employees are depressed and unmotivated, and there is a high risk of conflicts developing in the company. Criticism, even constructive criticism, is absent as a concept.

Not everyone has the courage to ask such a leader about personal matters, and this is justified - “Pablo Escobar” does not want to know anything about his subordinates, much less 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 talk about it. And if he spoke earlier, then he himself will decide when, who and what to receive. It is useless to argue with such a type - he has excellent training in tough negotiations, and his subordinate cannot talk him down. If the subordinate continues to insist, he will quickly receive a fine or reprimand, and will still have to follow the instructions. It is useless to show emotions in front of such a leader - he will look at the person as if he were 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 his feet, otherwise, “your time is up,” and you can only get to him with your question in the next life. It happens that the manager can even give advice. A “benevolent” person can provide vacation, departure on urgent business, or receiving more than what is due - but for this you need to “defend” your plan to him, how to sell him the idea of ​​why he should do this for you. But even if everything is done brilliantly, there is a big risk that the manager will do it his own way, and it is impossible to find out the reasons for the decision.

Problem solving

For the “exploiter” and the “benevolent”, everything is simple - everyone must work without rest or interruption 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 obliged to carry out decrees without question. The faster and better the duties are performed, the more successful the enterprise achieves. And the more new tasks the autocrat will place 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.

Method of communication

There is no point in fussing and showing duplicity with such managers - they will figure it out in no time. Maybe not today, but tomorrow, and then it won’t be good. The autocrat knows how to weave intrigues better than anyone, so there is no point in 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 at suggestion will fail - autocrats have zero suggestion. Best approach- cooperation. This way things will flow more easily, and an opportunity will appear on the horizon. career growth. Examples of leaders: Donald Trump, Joseph Stalin, Adolf Hitler.

Democratic

The work and management style of a democratic leader is completely different from an authoritarian one. This style of work implies an equal distribution of duties and responsibilities among company employees. A democratic leader gathers around himself a team of subordinates who can be relied upon. Such a team that solves problems and launches even complex projects, and for this there is no need to coerce or intimidate employees. At the same time, there will still be responsibility, because a democrat is not a liberal-permissive person, but a leader aimed at a specific result.

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

Manager characteristics

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

Relations with subordinates

Friendly friendships are formed, business relationship, which can turn into friendships, although this is rare. Whatever the management style of a leader, do not forget that he is a leader, and there is no need to cross boundaries. A democratic leader uses a humane approach to his subordinates, understands their position to a certain extent, and easily organizes motivational competitions or gifts for exceeding plans.

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

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

Problem solving

Solving problems comes down to first developing a plan of action through collective efforts. After this, performers are selected taking into account their skills and abilities. Without any resistance, such a leader invites an outside expert to the team and listens to his opinion. By the way, none of the subordinates is prohibited from expressing their opinion, because the manager is concerned about achieving results and is aware that he risks missing out on something important.

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

Method of communication

A democratic leader chooses a generally accepted style of communication. You can go into his office and “steal” some time. Listens to the opinions of staff, especially if the words are supported 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 answer seriously. Whatever the leader, he will have very different management styles and methods. The best way communication - cooperation. You need to act within the framework of the assigned task, without missing deadlines. If you can improve or redo the work, you should immediately contact your boss and keep him informed. Examples of personalities: Vladimir Putin, Evgeny Chichvarkin, Lavrenty Beria.

Liberal-anarchist

This management style is similar to the democratic one, but there are differences. It is typical that the manager, having set the task clearly and precisely, setting the deadlines and speed of implementation, fades into the background. Thus, he allows subordinates to act independently, with almost no restrictions on the means and methods of performing tasks.

The liberal style is suitable for management. It is not necessary that this will be a song and dance group; the editorial office of a magazine, a design bureau, and other similar groups will be suitable.

Manager characteristics

The liberal style can be divided into two directions: anarchist and expert. In the first case, the leader is a person of weak character, non-conflict, conformist. He postpones solving important issues until the last moment or tries to completely abdicate responsibility by shifting it onto the shoulders of his deputies or subordinates. Such a manager can sit in his office for days and not go out to his employees - let them work.

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, in what way and in what time frame. Otherwise, he doesn’t interfere with his work, he doesn’t bother 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.

Relations with subordinates

The liberal expert develops friendly, informal and strong relationships. In such teams, leaders grow up, who then either take power from the liberal or leave for new teams - as practice shows, these are authoritarian leaders.

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

Problem solving

You shouldn’t think that a liberal leader will sit in his “shell” and not show his nose. This happens, but this does not characterize all liberal leaders. On the contrary, in the current situation, the popularity of this method of leading 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 towards himself, as well as excessive guardianship.

In the relationship between leader and organization, liberal management styles are well known. Soft management, trust, collaboration and collaboration are the foundations of a liberal company management style. There is no bad way to manage people, only the wrong way to use the tools in your hands. Determining the management style of a manager should begin as early as possible - this will make it easier to adapt to the situation or quickly find a new place of work.

Method of communication

A liberal manager does not attach much importance to the chosen method of communication, because the influence of this on the result of work is minimal. It is worth communicating with the manager himself, based on the goals of communication and what type of personality the manager has. Management styles can be different - either an anarchist or an expert. Don’t worry too much if you suddenly call your boss on a first name basis - 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 or logic in actions. Such a boss moves from one management style to another, but does this out of inexperience, and this is the difference from the situational style.

Manager characteristics

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

Relations with subordinates

The team of an inconsistent leader is dissatisfied with their manager, does not know what to expect from the boss, and, moreover, everyone has little idea of ​​the ultimate goal and their opportunities for growth. Relationships are very tense, all this causes an increase in the 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, since he has a vague idea of ​​how the team should work. Problem solving is delegated to deputies and subordinates, and then taken upon themselves. Then some tasks are canceled, replaced with new ones, and so on. This management style of a leader creates confusion and anarchy.

Method of communication

It is also 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 my own chair. Examples: such people rarely achieve serious heights, but there is still a striking example - Mikhail Gorbachev.

Situational

The management style, in which the policy of relations is adjusted to the current state, is called situational. This is the optimal way to manage people and enterprises - in times of crisis it helps to get together, and during market rises to 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 specific person or group of people, in order to get the job done as efficiently as possible. In the second case, the boss takes different positions based on his own benefit.

Manager characteristics

These are experienced managers with many years of experience who have worked in different 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 a style, there is a danger that the leader will turn into an opportunist who says what is beneficial at the moment.

Relations with subordinates

They develop trustingly, openly and easily - the team always has the feeling that their work is literally burning in their hands, and the manager always knows what needs to be done, how to punish and encourage the team. Due to 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.

A situational manager knows how best to communicate with a given group of subordinates or a single employee. In some cases, you can remain silent or even connive in something, but it only seems to an inexperienced eye that the leader has given slack.

Problem solving

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

In general, the manager himself is more like a shadow - he hides his personal things and only deals with work. He doesn’t have any favorites, and if he does, one can wonder for a long time who was awarded such a role. Doesn’t show obvious negativity; on the contrary, with every problem employee such a manager is trying to find mutual language. Thanks to experience, this is often possible. It seems that such a person does not think about himself at all: where are all the “wants” 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.

Method of communication

Like the liberal expert, the situational manager chooses a simple communication style. Despite their high rank, such people are simple and open, and often optimistic and endowed with a sense of humor. They often enter into the position of an employee and can help by going beyond the work relationship. With age, managers become too kind and easy-going, and sometimes they can lose their grip, which unscrupulous workers take advantage of. 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 managers of factories during the war and post-war times, such as Konstantin Rokossovsky, Ivan Romazan, Abraham Zavenyagin and others.

What style of leader are you?

No matter how a manager behaves, it is worth remembering that a manager’s individual management style is made up of the characteristics of a person’s upbringing and character, so there is no point in labeling them.

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

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

What to do if you find your manager on the list? Now you know how best to build a relationship with him, and what moments you should avoid.

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

Management style is the way a manager manages his subordinate employees, as well as a pattern of manager behavior independent of the specific management situation. With the help of an established management style, job satisfaction can be achieved and employee productivity can be encouraged. At the same time, there is no optimal management style, and we can talk about the advantage of one or another management style only for a certain management situation.

The following management styles are distinguished:

Task-oriented, which must be completed, while, as Bizani claims, the leader:

decries insufficient work;

encourages slow-performing employees to put in more effort;

attaches particular importance to the volume of work;

rules with an iron fist;

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

encourages employees through pressure and manipulation to make even greater efforts;

demands greater productivity from underperforming employees.

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

are often characterized more positively by their bosses than person-oriented managers;

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

Personality-oriented, where employees and their needs and expectations are at the center. According to Bizani, head:

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

supports its employees in what they do or need to do;

stands up for his employees.

A manager who manages based on the individual cannot, however, immediately count on the complete satisfaction of his employees. For this, the influence and respect of the manager “at the top” is important, on the basis of which he is able to protect the interests of employees.

There are three problems with management style:

1. The results to be achieved by a management style contain several components that cannot be put together.
2. Absolutization of management style is considered as a way by which labor productivity is increased.
3. The management situation is seen as unchanged, while over time it can change and the manager must accordingly change his attitude towards individual employees.

Management styles can be one- or multi-dimensional. Management style is one-dimensional if one evaluation criterion is considered. Authoritarian, corporate and other management styles are one-dimensional, with the first and second styles being polarly different from each other.

Authoritarian management style. With this management style, all production activity organized by the leader without the participation of subordinates. This management style can be used when solving current problems and involves O greater educational distance between manager and subordinate, as well as financial motivation employees.

Supervisor By virtue of his legitimate authority, he controls his subordinates and expects obedience from them. He makes decisions without justifying them to his subordinates, and proceeds from the fact that, unlike his subordinates, he has a O greater understanding and knowledge of the matter, which, of course, should not be. The manager's decisions are in the nature of orders that must be unconditionally followed by subordinates, otherwise they can expect sanctions against themselves;

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

high consciousness;

high self-control;

foresight;

good decision-making ability;

penetration ability.

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

the average person is lazy and avoids work as much as possible;

employees 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 is socially separated and, as a rule, conveys less interesting job subordinates and maintains in them the fear of threatening sanctions. Subordinates become indifferent to the leader, as well as to the enterprise. They obtain information through unofficial means due to information barriers set by the manager.

recognition of the leader by the sole authority;

recognition and execution of orders from the manager;

lack of desire to have the right to control.

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

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

Typical features of a corporate management style:

Supervisor manages subordinates by including them in the decision-making process for which he is responsible. He expects specific help from his subordinates and makes decisions taking into account their suggestions and objections. He delegates his authority as much as possible and gives orders only when necessary. At the same time, he recognizes the abilities of his subordinates and is aware 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 in order to complete tasks, but also reports other information about the enterprise. Information serves as a means of control. A 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 desire to delegate authority;

service supervision;

control of results.

Subordinates are seen as partners who can carry out relatively independently" daily work"When assessing subordinates with this leadership style, they most often proceed from the "theory at theories xy, according to which:

reluctance to work is not innate by nature, but a consequence of poor working conditions, which reduce the natural desire to work;

employees take into account goals, have self-discipline and self-control;

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

With 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 Stopp:

the desire and ability to take personal responsibility;

self-control;

use of control rights.

The advantage of corporate style is making expedient decisions, highly motivating employees and unburdening the manager. In addition, employee development is supported. Flaw - corporate style management can slow down decision making.

Management method of delegation of powers. Such management is a technique in which competencies 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 avoid delegating typically managerial management functions, as well as tasks with far-reaching consequences. When delegating authority, the burden is removed from the manager, the employees’ own initiative is supported, and their work motivation and willingness to bear responsibility are enhanced. In addition, employees must be trusted to make decisions on their own responsibility.

To successfully use delegation management, you need:

delegation of tasks to employees;

delegation of competencies to employees;

delegating responsibility for actions to employees;

eliminating the possibility of revoking delegated powers or transferring them from one employee to another;

establishing a procedure for regulating exceptional cases;

eliminating the possibility of manager intervention in the event of correct employee actions;

mandatory intervention of the manager in case of an error and obtaining results settled in a special manner;

the manager's acceptance of leadership responsibilities;

creation of appropriate information system.

The transferred tasks must correspond to the abilities of the employees, be predominantly homogeneous, and complete in form. Delegated competencies and responsibility for actions must be consistent in scope.

Advantages management by delegation method:

unloading of the manager;

the ability to quickly make smart decisions; employees are transferred competencies and responsibility for engagement;

promoting the development of employees’ own initiative and work motivation.

Disadvantages of delegation management:

the manager delegates as few interesting tasks as possible;

hierarchical relationships can be established;

strong orientation towards tasks rather than towards employees;

establishment of hierarchical relationships "horizontally".

Why don't managers delegate enough?

1. Fear that subordinates do not carry out assignments competently enough (make mistakes).
2. Distrust in the competence of subordinates.
3. Fear that subordinates acquire high competence too quickly.
4. Fear of losing one’s meaning 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. Reluctance to give away work that the manager himself is good at.
9. Inability to advise and manage subordinates.
10. Lack of time to advise and manage subordinates.

Why are subordinates not ready to bear 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 delegate to.
3. Delegate predominantly “final results” instead of precise methods for completing a 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 completion.
6. Inform others what is delegated and to whom.
7. Delegate gradually and make delegated tasks more complex.

The use 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 perceive the management and leadership style that is sometimes imposed on it from above. When mastering the science of management, it is very important to avoid mistakes. Analysis of managers' activities different levels And various enterprises allowed specialists to identify the most common mistakes allowed by managers. The ten main mistakes in personnel management at an enterprise can be formulated as follows;

1. The desire to do everything yourself.
2. The tendency to let things take their course.
3. Bias against certain employees.
4. Fixed, schematic or doctrinaire attitudes.
5. Excessive sensitivity to other, including critical, opinions.
6. Self-satisfaction or arrogance.
7. Unresponsive to employee suggestions.
8. Obvious lack of respect for the employee’s personality, such as allowing criticism in front of others.
9. Clear distrust of employees.
10. Lack of consistency in actions.

Conversely, the experience of successful enterprises has shown that the managers 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. value progress;
8. have the authority of experts in the matter;
9. free from bias;
10. tolerate criticism;
11. capable of change than the heads of unsuccessful enterprises.

Management or leadership style - most important factor in enterprise management. A correctly defined and successfully applied style allows you to most successfully use the potential of all employees of the enterprise. That is why in last years Many companies pay such significant attention to this issue.

Each leader has a certain management style.

Management style is a relatively stable system of ways, methods and forms of influence of a manager on subordinates in accordance with the goals of joint activities. This is a kind of psychological style of working with subordinates. The famous German psychologist K. Lewin described three main management styles:

1. Authoritarian style. The decision is made by the head alone. He acts with authority towards his subordinates, rigidly assigns the roles of participants, exercises detailed control, and concentrates all the main management functions in his hands.

This style is most effective in well-ordered (structured) situations, when the activities of subordinates are algorithmic in nature (according to a given system of rules). Focused on solving algorithmic problems.

2. Democratic style. Decisions are made by the manager together with his subordinates. With this style, the leader seeks to manage the group together with subordinates, giving them freedom of action, organizing a discussion of their decisions, and supporting initiative.

This style is most effective in loosely structured situations and is focused on interpersonal relationships and solving creative problems.

3. Liberal style. Decisions are imposed by subordinates on the leader. He practically removes himself from active management of the group, behaves like an ordinary member, and gives the group members complete freedom. Group members behave in accordance with their desires, their activity is spontaneous. This style is most effective in situations of searching for the most productive areas of group activity.

Authoritarian style: Business, short instructions. Prohibitions without leniency, with threat. Clear language, unfriendly tone. Praise and blame are subjective. Emotions are not taken into account. The leader's position is outside the group. The group’s activities are planned in advance (in their entirety). Only immediate goals are determined, distant ones are unknown. The leader's voice is decisive.

Democratic style: Orders and prohibitions - with advice. The leader's position is within the group. Activities are not planned in advance, but in a group. Everyone is responsible for the implementation of proposals. All sections of the work are not only offered, but also collected.

Liberal style: The tone is conventional. Lack of praise and blame. No cooperation. The leader's position is inconspicuously away from the group. Things in the group go by themselves. The leader does not give instructions. Sections of work are composed of individual intervals or come from a new leader.

Each specific leader cannot have only one style. Depending on the specific situation, most often there is a combination of features of different styles with the dominance of one. One of the three styles finds its real embodiment in an individual management style.

Let's select a row important comments due to this:

In their pure form, these leadership styles are extremely rare. As a rule, there is a combination of different styles, but the signs of one style still predominate;

Among the management styles outlined, there is no universal one, suitable for all occasions, no bad or good. All styles have their own advantages and problems;

The effectiveness of the manual depends primarily on flexibility in use positive aspects a particular style and the ability to neutralize its weaknesses.

For example, in extreme conditions An authoritarian leadership style is vital. In the conditions of everyday life, when there is a friendly and prepared team, a democratic leadership style is successful. The conditions for creative search are dictated by the advisability of using elements of the liberal style

Social management, as we know, is based on the subordination of people to common interests. Sometimes this does not require any official intervention. For example, residents of many houses voluntarily go to cleanup days and clean the area around them. However, local authorities may not know anything about this.

This example shows that self-government (illegitimate governance) can assist official authorities in solving social problems, in particular, problems of environmental pollution. However, many managers try not to notice the existence of self-government in the territory subordinate to them, considering it as their potential adversary or competitor (a contender for power). In such cases, they use an authoritarian management style, making their decisions regardless of initiatives from below. This management style characterized by the fact that the leader forcibly introduces and tries to consolidate his OOC, hoping that this will lead to a solution to the problems facing society. In this case, social tension usually arises associated with the forcible introduction of new values ​​and institutions, which, as a rule, contradict the old ones. For example, the forced introduction of values ​​and institutions market economy led to social tension in a society raised on socialist values.

The second style of management is democratic, when the leader tries not to show his own initiative, but supports initiatives “from below.” In fact, the head of an organization is endowed not only with power, but also with certain resources, which he must direct in the right direction, and most initiatives are “from below” “It’s precisely these directions that they point to. This management style is characterized by the fact that the manager, by his decisions, chooses and consolidates not his own OOC, but those that “naturally” arose in the organization and are supported public opinion. Official recognition and consolidation of such OOC occurs smoothly, without social conflicts, because there is support for what has already happened.

The third style of management - mixed - is based on a combination of authoritarian and democratic styles, when the leader resorts to authoritarian management to solve some problems, and democratic management to solve others. This management style is predominant.

Despite the fact that all countries in the world use a mixed style of governance, authoritarian or democratic principles predominate in each of them. Thus, in eastern countries, authoritarian governance is predominant, and in western countries, democratic governance is predominant. It depends on the mentality of the nation and its social values. In Eastern culture, social values ​​dominate (a person should work for the good of society), and in Western culture - individual values ​​(society should work for the good of a person). In Eastern countries, people are afraid of power, considering it evil, in Western countries- the authorities are afraid of people who are always ready to replace them.

Each of these styles has advantages and disadvantages. The advantage of an authoritarian management style is the ability to maximally mobilize society's resources to solve specific social problems or achieve certain goals set by the country's leadership, and ensure their most effective use. The disadvantages of the authoritarian style are the suppression of democracy, fear of power, and most importantly, the unpunished commission of gross mistakes, for example, the privatization of state property, the war in Chechnya, GKOs.

The advantage of a democratic management style is reliable protection against making rash decisions and the absence of social tension when introducing new OOC. The disadvantage of the democratic style is the relative slowness of social processes.

A mixed management style allows you to combine the advantages of authoritarian and democratic styles. However, this requires appropriate knowledge.

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

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

Ø democratic (or collegial);

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

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

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

Style Features:

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

Ø when communicating with people, a harsh tone of communication, harshness, tactlessness, even rudeness prevails;

Ø the interests of the business are placed significantly above the interests of people.

Advantages of the style:

Ø ensures clarity and efficiency of management

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

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

Style Disadvantages:

Ø high probability of erroneous decisions;

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

Ø cumbersome control system,

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

Ø unfavorable psychological climate (“sycophants”, “scapegoats”, intrigues) causes increased psychological stress and is harmful to mental and physical health.

Use Cases:

This is required by the production situation (in critical situations - accidents at the production site)

The staff voluntarily and willingly agrees to authoritarian management methods. Subordinates trust the leader, but he is sure that they are not able to act in the right way on their own.

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

Democratic management style:

Management decisions are made on the basis of discussion of the problem, taking into account the opinions and initiatives of employees (“maximum democracy”), the implementation of decisions made is controlled by both the manager and the employees themselves (“maximum control”); The manager shows interest and friendly attention to the personalities of employees, taking into account their interests, needs, and characteristics.

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

This management style involves interaction based on trust and mutual understanding. The leader behaves in this case as one of the group members; Each employee can express their opinions on various issues. The manager delegates some of the managerial functions to his subordinates, creating situations in which they can perform at their best. The implementation of a democratic style is possible with high intellectual, organizational, psychological and communication abilities of the leader.

Style Features:

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

Ø regularly and timely informs the team on issues important to them;

Ø communication is conducted in a friendly and polite manner;

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

Advantages of the style:

Ø stimulates the manifestation of initiative, reveals creative potential

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

Ø includes psychological mechanisms work motivation

Ø increases the satisfaction of performers with their work

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

Conditions for using the style:

Having a stable, established team

High qualification workers

Availability of active, proactive, out-of-the-box employees

Under non-extreme production conditions.

Permissive management style:

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

Style Features:

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

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

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

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

Style Disadvantages:

Performance results are usually low;

People are not satisfied with their work, their manager

The psychological climate in the team is not always favorable;

There is no cooperation;

There is no incentive to work conscientiously;

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

There is a stratification into conflicting subgroups.

This style is justified when the staff is very competent and responsible and the manager himself is poorly trained. Also when leading scientific and other creative teams in the presence of strong and disciplined workers.

In general, the leader's style is flexible, individual and situational. He must master all three styles and skillfully apply them depending on the specific situation, the specifics of the tasks being solved, the socio-psychological characteristics of employees and his own personal qualities.

Customized Style:

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

We can say that the individualized style is a creative mixture of all the above-mentioned leadership styles. The leader uses authoritarianism at certain moments, takes the blow, and bears all the responsibility. Then, to solve some problems, he convenes the company’s management and puts before them a whole series of issues for consideration, i.e. uses a passive, liberal style. And, finally, the leader assigns some of the responsibilities to the heads of departments, including giving them the right to resolve certain issues and responsibility for making decisions, and he himself controls the progress of their work.

The strength of this leadership style is its creativity, because... A manager can vary different leadership styles depending on the situation that occurs in the company.

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

"Multidimensional" leadership styles(they simultaneously take into account a number of criteria for assessing a leader’s behavior)

Initially, the idea of ​​a “two-dimensional” management style was formed, which is based on two approaches. One of them focuses on creating a favorable moral and psychological climate in the team, establishing human relations, and the other - on creating appropriate organizational and technical specifications, in which a person can fully reveal his abilities.

Management grid by R. Blake and J. Mouton.

In the early 80s, the concept of the “management grid” appeared, created by American psychologists Robert Blake and Jane Mouton.

Focus on

person
1 2 3 4 5 6 7 8 9

Task orientation

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

The horizontal axis ranks “concern for production” (the manager’s concentration on production indicators - productivity, profit, efficiency) also on a scale from 1 to 9. In total, there are 81 leadership styles, which are determined by the degree to which these two factors are manifested. Blake and Mouton describe the middle and four outer grid positions as:

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

9.1. work management: Maximum concern for production efficiency is combined with minimal concern for subordinates. A type 9.1 manager gives priority to maximizing production results, dictating to subordinates what and how they should do; the moral microclimate in the manager’s team is of little concern to him.

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

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

9.9. collective management: The effectiveness of work is determined by the high level of commitment of people and their interaction. The manager ensures that employees accept the organization's goals as their own, thereby ensuring high productivity. A high degree of employee satisfaction leads to high work achievements. An atmosphere of general trust and respect is created.

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

Blake and Motton assumed that the most effective leadership style—the optimal style—was a 9. 9 leader. In their view, such a leader combines a high degree of concern for his subordinates with an equal focus on performance. The term “production” means not only the production of material goods, but also sales, payments, customer service, etc. The researchers believed that professional training and a conscious attitude towards the goals of the organization allows all managers to move closer to the 9. 9 style, thereby increasing the effectiveness of their work.

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

1. low level of education of employees

2. insufficient managerial preparedness of managers

3. low identification of employees with the goals of the organization

4. unsatisfactory state of the enterprise information system

5. low degree of employees’ readiness to take responsibility

6. difference in value orientations of the manager and employees

7. emotional incompatibility between the manager and subordinates arising from hierarchical relationships in the organization.

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

"Style is a person." The personal traits of any boss are revealed in influencing subordinates, communicating with partners, and clients. The concept of leadership style is directly related to the essence of management. How do adherents of radically opposing methods solve various management issues? Read our review.

Three Methods of Guidance

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

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

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

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

Typology of styles

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

The authoritarian leadership style is based largely on organizational and administrative methods, sanctions and regulation. Collegial - social, psychological and economic. The liberal style does not require a clear methodological system.

Authoritarian leadership style

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

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

Such an advantage as a strong control function sometimes turns into a 25-hour workload a day for a manager! The strengthening of bureaucracy as the organization grows deprives management decisions of efficiency.

Not every manager can handle an authoritarian leadership style. For an adherent of this style, it is important to “maintain authority” without stooping to permissiveness or arbitrariness. Planning tactics, strategies, focusing on results, and not blindly following prescriptions and instructions, will help you avoid pitfalls. An authoritarian leadership style is characterized by maintaining discipline at a high level, so in times of crisis and emergency situations it is simply necessary.

Pros and cons of the autocratic style

Thus, the authoritarian leadership style has many disadvantages, and therefore is effective only with experienced, skillful leadership. Applicable in certain production areas, crisis situations related to debts, interruption of supplies, possible bankruptcy. But provided that subordinates agree to such methods and forgive the “king” for the dictator’s habits for the results achieved.

Democratic style

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

The democratic leader always organizes a discussion of the problem. As they say, “one head thinks good, but two or more are better.” The collective method of making management decisions increases the likelihood of their correctness.

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

Motivation in a team increases due to interest in the employee’s personality. People feel involved in a common cause. This leadership style in an organization allows for the implementation of well-functioning feedback.

What are the strengths and weaknesses of the democratic style?

This style is applicable in conditions of formation and growth of an enterprise with a fairly stable team. It is very useful in crisis situations during internal environment companies, if problems arise in relationships, work processes.

Authoritarian-democratic style

The presence of undeniable advantages of collegial management does not mean that the authoritarian style has been “discarded.” In management practice, a combined leadership style is actively used - “authoritarian-democratic”, combining the advantages of the two styles.

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

Conclusion

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

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