Planning management The individual style of a manager is determined by: -the choice of management methods; - we have experience. Believing that different types of leadership can be effective in different situations, that group dynamics are not determined solely by personal qualities

Leadership style is a special form of influence on subordinates, combining knowledge of objective conditions with the individual nature of leadership behavior. Individual character is expressed in his moral and volitional qualities.

What a manager does should not be confused with how he does it. Even if the ways in which a manager performs his job duties are prescribed by methodological or work instructions, the style seems to inspire the very procedure for fulfilling the requirements of the instructions. In other words, style gives a certain flavor and timbre to the activity. Therefore, if responsibilities can be fully identified and prescribed to the staff as a guide to action, then a certain style of activity can be followed only on the condition that the staff and each individual employee are internally convinced of its necessity and correctness.

There are two components in the style of activity - general and individual.

Each leader must master the general component, the components of which are responsibility, a sense of newness and initiative, efficiency and perseverance, objectivity and efficiency, and modesty.

The individual component of the style is determined by the individual characteristics of the manager, depending on which he may gravitate towards an authoritarian or another style. Typically, there are four styles of leadership behavior: authoritarian, democratic, liberal, anarchist.

With an authoritarian style, the manager-supervisor closes all connections with himself, does not tolerate objections, strictly controls the actions of subordinates, often interferes in their work, demands punctual adherence to the instructions given to them, leaving a very small area for independence and initiative.

An adherent of the democratic style solves the most complex and important issues, leaving subordinates to solve other, secondary ones. He consults with his subordinates, listens to the opinions of his colleagues, and when monitoring, he focuses attention not so much on the positive results of specific work, but on the achievements of the entire system he heads.

The leadership of a manager with a dominant democratic style is characterized by: a high degree of decentralization of powers; active participation of subordinates in decision-making and giving them wide freedom in carrying out tasks; the ability to sometimes sacrifice one’s own interests for the sake of the interests of subordinates and the goals of the organization; subordinates are motivated by higher-level needs (for social interaction, success, self-expression, career, etc.); the desire to make the duties of subordinates attractive; creating an atmosphere of openness and trust.

With a liberal leadership style, subordinates are given almost complete freedom to set their goals and control their work. Liberal leadership is characterized by minimal participation, giving the group complete freedom to make its own decisions. The amount of management work decreases, the quality of work decreases, and there is more play.

The anarchist leadership style manifests itself in cases where formal leadership functions are assigned to the manager, but the group is managed on its own or with the help of temporary informal leaders. This style is characterized by a disconnect between the interests of employees and the goals of the organization, a low need for management, developed traditions of self-government, etc.

On the issue of style, it is impossible to give unambiguous recommendations. Considering the continuum of managerial leadership styles within the authoritarian-anarchist range, one can notice that the other two styles - democratic and liberal - are located within the continuum as styles that have equally the characteristics of extreme styles.

Each organization is a unique combination of individuals, goals, objectives and leadership styles, and each manager is a unique individual with his own abilities, interests, and needs. Finally, the basis for qualifying the leadership style of a particular manager can be found by considering management as organizational and economic behavior; those. the effectiveness of the chosen style is determined not by the personal qualities of the manager, especially manners, but by behavior towards subordinates.

At first glance, the democratic style may seem preferable. However, authoritarian leadership is known to get more work done than democratic leadership. But with it there is low motivation, less originality, less friendliness in groups; there is no groupthink, more aggressiveness towards the leader and other group members, more dependent and submissive behavior.

Experienced managers, depending on the circumstances, are able to combine individual components of these styles in their activities, which is quite justified. Thus, in relations with an outside visitor, a democratic style is needed. But it is unlikely to be needed when punishing a violator of labor or technological discipline. Or addressing a subordinate on a “you” basis. Some will consider it impolite and insulting, others will accept it flatteringly and honorably as an address to a trusted friend who will not let you down.

Domestic management theorists (for example, Vendrov E.E.. Psychological problems of management. - M., 1969) divide autocratic leaders into severely conservative, “benevolent”, totalitarian, wanting to extend power even to the personal lives of subordinates, and ineptly despotic . Democratic leaders are in turn divided into democrats by conviction and pseudo-democrats who only want to look like democrats in the eyes of their subordinates.

Management is much broader than leadership, which is only one of its areas. It covers both behavioral and non-behavioural aspects. Management focuses more on behavioral issues. Based on behavioral criteria, several types of managerial leaders can be distinguished. I. Ansorf (Strategic management. - M., 1989. - P. 307-308) identifies four types: leader, administrator, planner, entrepreneur. Already named E.E. Vendrov identifies four types:

Leaders-commanders are distinguished by a strong direct influence on others, they do not motivate their demands, they are strict to the point of pickiness:

Leaders with a strong will and a kind heart - motivate their orders, are strict and demanding, and, if necessary, can show gentleness and condescension:

Leaders are outwardly weak-willed, soft, but they know how to command - their orders most likely resemble explanations, advice, wishes; but they are demanding, persistent in achieving their goals and finish what they start:

Those who are weak-willed and spineless follow the lead of either their subordinates or their leaders.

If we apply the category of effective management, then, obviously, the second and third types of leaders most correspond to it. But from here a new problem immediately arises - the problem of the best or ideal leader.

3. Define the concept of “individual style of activity of a leader”

Often, individual leadership style is understood as a holistic, relatively stable system, including an individual combination of general and special ways, methods and techniques of influencing the team for the purpose of effectively performing management activities and depending on the personality of the leader.

R. Blake and D. Mouton identify the following options for individual management style:

a style that is maximally task-oriented and minimally people-oriented;

a style that is maximally people-oriented and minimally task-oriented;

a style with a minimal focus on both people and the task (the manager strives to maintain a formal status so as not to act as a troublemaker);

a style that reflects an average degree of interest in people and in business (usually such a leader is focused on collegial decision-making);

a style characterized by maximum interest in people with maximum focus on the task;

opportunism, personified by a changing combination of styles aimed at satisfying purely egocentric needs;

paternalism, where the leading motives are to maintain and acquire high status in informal and non-formal substructures.

In general, individual style can be considered as a psychological system that ensures a person meets himself (as an individual, subject, personality, individuality), as an optimal coordination of a person’s individuality with the conditions (requirements of educational or professional activity; the individuality of partners, etc.) , as a psychological system of active individual adaptation of a person to the environment in a number of different stylistic manifestations:

SJ > SP > ISD > CS (ES, PMS).

The relationship between different styles can be expressed by the formula:

SJ = f, s, t [(KS, ES, PMS), ISD, SP],

where KS is cognitive style, ES is emotional, PMS is psychomotor, ISD is individual style of activity, SP and SJ are behavioral styles and lifestyles, s is environmental conditions, t is time, f is function.

5. Social and psychological characteristics of the leader. The concept of “leadership style”

The three most common leadership styles have been identified: authoritarian or autocratic, democratic and liberal, although in practice it is not common to find leaders who adhere exclusively to one or another style. More often there is a combination of elements of different styles.

The optimal management style in real conditions is determined by objective and subjective factors: the tasks and functions of the team, its working conditions, the size and structure of the team, the individual qualities and experience of the leader, etc.

The ability to choose a leadership style, depending on the above factors, is another requirement and another essential requirement for a modern leader.

Table 1

The autocratic leader does not tolerate objections. He provides his subordinates with a minimum of information. He doesn't trust anyone and doesn't let anyone know about his intentions. He quickly changes directions of his actions. With all questions, subordinates run to the “chief”. An autocratic leader is unpredictable. No one really knows how he will react to certain events. With this leadership style, conflicts often arise. The autocrat's claims to his own competence in all matters create chaos and reduce work efficiency.

The liberal style is characterized by lack of initiative and non-interference in the labor process. The leader is a liberal only on instructions from higher management and seeks to evade responsibility. He can change his decision under the influence of various factors. In an organization, important issues are often resolved without his participation. In relationships with subordinates, the liberal is polite. He gives them almost complete freedom, is not demanding and does not like to control their work.

A democratic leadership style presupposes that the leader and subordinate have a sense of trust and mutual understanding. The leader behaves like one of the group members. Every employee can freely express their opinions without fear. Most problems are discussed collectively. The manager tries to consult with subordinates more often, not to show his superiority and to respond correctly to criticism. He does not shift responsibility for the consequences of decisions made to his subordinates. The desire to listen to the opinions of employees is explained not by the fact that he himself does not understand this, but by the belief that during the discussion, nuances can always arise that can improve the situation. Such a leader does not consider it shameful to compromise or refuse a decision if a subordinate convinces him of this. He tries to prove the feasibility of solving the problem and the benefits obtained from it. When exercising control, he pays special attention to the final result. Such an environment creates conditions for self-expression of subordinates, who develop independent judgments. This is also educational in nature and allows you to achieve goals at low cost. Management is carried out without harsh pressure, taking into account the abilities of people.

At the same time, research has shown that not in all cases subordinates prefer a democratic leadership style; this style is not always the most productive.

Main questions of the topic

1. The concept of management style.

2. Methods and means of professional self-improvement of a manager.

1. The work style of a manager is usually understood as a stable set of specific methods and techniques implemented by him in the process of performing management functions. In the avalanche of educational and popular scientific literature on management, a modern person will find many useful recommendations on how to influence employees in the interests of the business. And yet it would be the greatest misconception to reduce all the professional activity of a manager to certain stereotypes, standards, expressed by traditional headings such as: “The Golden Rule...”, “Five Basic Recommendations...”, “Three Pillars of Management...”, etc.

Each manager is, first of all, a one and only individual. Each of his colleagues is equally unique. It is precisely because of this circumstance that the “best” style of management activity should be recognized not as authoritarian, democratic or liberal, but as the one that, in a particular situation, takes into account both the interests of the business and the individual employee to the maximum extent possible. Spiritual capital, formed bit by bit from standard recommendations and one’s own “findings,” forms a management culture.

But a student may well exclaim: “Isn’t this an ideal style, hidden behind seven seals?” The answer to this question should be negative: no. The style of activity, on the one hand, acts as a certain strategic line, implemented depending on the circumstances by the tactics of authoritarianism, democracy or liberalism. On the other hand, technical techniques (the ability to make contact with an interlocutor) are very diverse depending on many factors (for example, personality type, mental state of a person). The more such techniques a manager has in his arsenal and the higher the degree of proficiency in them in changing conditions, the more effective his activities aimed at the constructive development of small groups will be.

2. The fundamental difference between a person who professionally manages other people is the need for constant self-control and self-improvement. Having graduated from any educational institution - elite or provincial, he is least insured compared to other specialists from all kinds of unforeseen circumstances, since he deals with people. His successful activity is largely due to constant self-esteem and work on himself.

The main methods of self-improvement that can be effective in modern conditions are: keeping a personal journal, retrospective review of events, experimenting with a new type of behavior, developing thinking abilities, carrying out special projects, individualized self-study, training subordinates and finding original compromise solutions for carrying out new production tasks. tasks.

When training company employees, the manager must remember that the material proposed for analysis and discussion should:

arouse interest;

give an idea of ​​the results expected from its mastery;

be linked to previously acquired knowledge;

rely on adequate means for mastery, including exercises;

promote the self-development of every person.

Any contact between a manager and subordinates, and especially those aimed at transferring certain knowledge, should be thought out and worked out in advance not only in terms of content, but also from the point of view of the form of best perception. Information accompanied by examples, quotes, drawings, diagrams, tables, as well as the widespread use of audio, video and office equipment significantly increases the effectiveness of the educational process.

The basis for the formation of the individual work style of a manager in managing the motivation of hired personnel is the development of his professional system of activity.

The formation of motives for a manager’s professional activity involves, first of all, a shift in motive to the goal of work activity, as a result of which the manager finds “his” subject of activity. To form professional motivation, it is important for the manager to “accept” the profession and find personal meaning in the activity. As a result of the formation of professional motivation, the manager’s holistic behavior is formed.

Forming the goals of professional activity involves highlighting and taking into account the following points. The central point of activity is the goal. The goal itself is seen as an ideal image of the result; level of achievement to which one should strive. The goal of professional activity also acts as an image of the result; a production task specified under certain conditions. The main stages of determining a goal are highlighting the field of acceptable results and clarifying a specific goal (as the most optimal one).

Forming an idea of ​​the program of activities involves:

• - formation of an idea of ​​the components (structure) of activity;
• - forming an idea of ​​how to perform activities;
• - formation of an idea of ​​the program of activities.

The formation of an information basis for activities (IBA) involves highlighting and considering the following points. Levels of IOD formation: sensory-perceptual (perception of information); cognitive (assessing the significance of information); figurative and operational (processing information and constructing information samples). Features of the formation of the IOD: information often changes, which requires flexibility of the IOD; The diversity of information makes it necessary to quickly switch from one type of activity to another.

Formation of a decision-making block. General decision-making scheme:

• a) awareness of the problem;
• b) problem resolution. In this case, it is assumed: development (development) of the decisive rule, method of solution; formation of a criterion for achieving a goal and the preference for choosing a solution method;
• c) checking the solution;
• d) selection correction.

The formation of a system of professionally important qualities is based on the following premises:

• 1) a person already has certain qualities, and when mastering the profession of a manager, they are restructured in accordance with the characteristics of this professional activity;
• 2) the general logic of such a restructuring of activity: reconfiguration of qualities in accordance with professional activity, the emergence and development of new qualities and abilities, the formation of an individual style of activity.

There are three aspects in the formation of an individual style of activity:

• 1) the formation of “symptom complexes” that characterize individual personality traits;
• 2) changes in the intensity and frequency of manifestation of individual properties as they develop;
• 3) the emergence of new connections between individual properties.

Style reflects the relationship between the objective requirements of activity and personality traits. Depending on the various objective requirements of activity, the same personality traits are expressed in different styles. An individual style of activity should be understood not as a set of individual properties, but as an expedient system of interrelated actions, with the help of which a certain result is achieved. Individual actions form an integral system precisely due to the expedient nature of their connection. When forming the psychological structure of a manager’s professional activity, mastering the profession itself is considered as a process of “disobjectification, individualization of a normatively specified way of activity. The main stages of mastering the profession of a manager:

1) cognitive and 2) practical stage, as the central moment in the formation of the psychological structure of activity. At the same time, individual actions are mastered, and then actions as a whole.

The development and formation of professional self-awareness is one of the central moments in the formation of a professional manager. The term “self-consciousness” is in many ways close to the terms “I-image”, “I-image”, “I-concept”. Images of a person’s self-awareness (along with images of the surrounding world) are a necessary basis for expedient regulation, self-regulation of his work activity and interaction with people around him, because this interaction is significantly determined by how a person understands his place among people, “who he takes himself for,” what he thinks about how he looks “in the eyes” of others.

“Professional ideology” plays an important role in understanding professional identity. Professional ideology is a system of statements that are outside the categories of truth and aimed at justifying social position, status, professional or non-professional grouping. A. Meneghetti describes a phenomenon close to professional ideology - a “stereotype of a professional association,” which “configures and prescribes behavior and relationships within the framework of any public institution, law, religion, or any social group.”

Professional self-awareness is the self-awareness of a person for whom specific work activity is the main means of establishing self-esteem as an accomplished individual.