Requirements for a modern leader. Types of Leaders

Research by M. Woodcock and D. Francis made it possible to identify a number of requirements that will affect management activities in the coming decades. These include:

1. Due to the changing complex environment Leaders are required to be able to effectively manage themselves and their time.

2. In connection with the erosion of traditional values, the modern leader is required to be able to show their personal values.

3. Since there is a huge opportunity for choice, the leader is required to be clear in defining both the goals of the work performed and their own goals.

4. Constant support of one's own growth, development through continuous learning.

5. The ability to solve problems quickly and effectively becomes the most important quality leader.

6. Leaders must be resourceful and responsive to changing situations, that is, they must master the techniques of strategic management.

7. Due to the difficulties of traditional hierarchical relationships, effective management requires the use of skills to influence people without resorting to direct orders.

8. Since many traditional methods management have exhausted their capabilities, new, more modern management techniques are required. It is necessary to master other approaches in relation to their subordinates.

9. Every leader is required to make better use of human resources.

10. The increasing scale of change requires the development of new approaches and the fight against the possibility of becoming “obsolete”.

11. The leader must be able to create and improve teams that can quickly become inventive and productive in their work.

Leadership styles

Leadership style is a set of typical, relatively stable methods of influencing managers on subordinates for the effective performance of managerial functions, and thus the tasks facing the socio-economic system.

Leadership style is a way of making decisions and transferring tasks to performers. The best style is the one that provides the best results. The style of leadership is expressed, therefore, in what methods the leader encourages the team to fulfill the duties assigned to him, how he controls the results of the activities of his subordinates.

Leadership style is closely related to management methods. The functional purpose of these concepts is identical. The management method is a set of methods and techniques for the targeted influence of the manager on employees and labor collectives, ensuring the coordination of their actions. Method is a completely objective concept, existing outside and independently of the leader. Leadership style is also basically objective, but is mediated by the individual qualities of the leader. The method and style are closely related, since the method is the content of the style, and the style can be considered a form of implementation of the methods. IN practical activities the head applies the following groups of methods: organizational-administrative and legal, economic and socio-psychological.

Style is formed under the influence of objective and subjective factors. The objective terms of style can be reduced to the following:

Control patterns;

Specificity (functional purpose) of the scope of specific activities;

Socio-psychological features of performers (age, gender, qualifications, profession, interests, needs, etc.);

The level of the management hierarchy;

Management methods and techniques used by higher managers.

Subjective terms of style ( personal qualities manager):

Intelligence and general culture of the leader;

Level professional competence;

Character traits and temperament;

inherent in him moral values;

Ability to listen attentively to the requests of subordinates;

The ability to rally the team, create an atmosphere of enthusiasm for work, etc.

Therefore, in the style of leadership, one should distinguish, on the one hand, its general objective basis, and on the other hand, the methods and techniques of implementing managerial functions characteristic of a given leader.

The objective component that develops between the leader and the subordinate. The complexity and diversity of these relationships predetermines the high variability of specific leadership styles, which can be classified according to various criteria. The most common is their classification on the basis of the nature of the relationship between the leader and the subordinate. From this point of view, it is customary to distinguish three most common leadership styles: directive (authoritarian, command-administrative), democratic (cooperative), liberal (free, permissive, non-interfering).

Characteristics associated with these types of leadership styles are:

Signs of the order of distribution of duties;

Methods of preparation, adoption and organization of the implementation of decisions;

Forms of contacts with performers;

Supervision of the activities of subordinates.

directive The (authoritarian) style is distinguished by excessive centralization of power, adherence to one-man management in hypertrophied forms, autocratic solution of most of not only large, but also small issues of the life of the team, conscious limitation of contacts with subordinates. The autocrat leader is dogmatic, certainly longs for submission to his will, does not tolerate objections and does not listen to other opinions, strictly controls the actions of his subordinates, requires punctual adherence to his instructions. Does not tolerate criticism and does not admit his mistakes, is of the opinion that administrative penalties – The best way influence on subordinates. He works a lot, he can take risks, but prudently, in dealing with people he is sometimes unrestrained, and even rude, but not necessarily.

Democratic style, in contrast to the authoritarian one, involves: providing subordinates with independence commensurate with their qualifications and functions performed; engaging them in activities such as setting goals, evaluating work, preparing and making decisions; creating the necessary prerequisites for the performance of the work and a fair assessment of their efforts, respectful attitude people and caring for their needs. The leader-democrat personally deals only with the most important and complex issues, leaving subordinates to decide all the rest, reasonably reacts to criticism, does not avoid responsibility for his own decisions and for the mistakes of the performers. Encouraging the initiative of subordinates and emphasizing his respect for them, he gives instructions not in the form of prescriptions, but in the form of suggestions, advice, or even requests; takes into account the opinion of subordinates, control is carried out not individually, but with the involvement of members of the team itself.

Democratic style encourages the creative activity of subordinates, helps to create an atmosphere of mutual trust and cooperation, discipline is transformed into self-discipline. The real power and authority of the leader-democrat increases, as he manages without brute pressure and attributes of administrative influence. The division between superiors and other employees is less strict, management is carried out in cooperation, and employees are empowered to make decisions.

Liberal the style is distinguished by the lack of scope in work, lack of initiative, constant expectation of instructions from above, unwillingness to take responsibility for decisions and their consequences, especially when they are unfavorable. The liberal leader interferes little in the affairs of his subordinates and does not show much activity, acting mainly as an intermediary in relations with other teams. He is very cautious, inconsistent in his actions, easily influenced by others, inclined to give in to circumstances, can cancel a previously made decision without serious grounds, and easily gives impracticable promises.

The leader-liberal irregularly and weakly controls and regulates the actions of subordinates, is very polite in communication, but is not able to implement the proposals of subordinates.

This or that type of leadership is usually not found in its pure form. In real life, in the behavior of almost every leader, there are common features inherent in different styles with the dominant role of any of them.

Control questions

1. Who is called the leader?

2. What is the managerial function "leadership"?

3. What is the difference between the activities of functional and line managers?

4. What are the main tasks of the leader?

5. What qualities should a leader have?

6. What are the requirements for modern leader?

7. Which of the leader's quality groups is the most important?

10. What is the difference between leadership methods and leadership styles?

11. What parameters underlie the definition of different leadership styles?

Requirements for the personality of a leader can be divided into 3 main groups: worldview qualities; business; moral and psychological (Fig. 4.1.).

A person's worldview is a system of values, which is determined by his knowledge, the logic of thinking and behavior, a properly oriented will, forcing him to act according to his inner conviction, as duty and conscience commands.

Values are what is important, meaningful, worthwhile for a person. They determine his attitude to various attributes (meaningful signs) of life: social, material, spiritual. Even in ancient times, it was known that a person has spiritual strength, loyalty to his convictions and confidence in his rightness, which gives courage to overcome many difficulties. According to Aristotle, such a person is on the top rung of spiritual greatness and courage. It consists in expressing love and hatred equally openly, in judging and speaking about anything with the utmost sincerity, and in valuing truth above all else, paying no heed to the approval and censure of others.

A person's values are his point of view, which he is ready to firmly adhere to, fight for it and improve it.

Values are not something that can be seen, and therefore they elude understanding. They can only be recognized by studying the reactions and attitudes that underlie human behavior.

Values can be determined by considering a person's attitude towards the following attributes of life:

to power (with respect, questioning);

to the result of work;

to risk;

to help others;

to life and work;

to reward and punishment;

for pleasure, etc.

Rice. 4.1. Groups of requirements for the leader

Business qualities mean that a leader has the following abilities:

the ability to find the shortest path to achieve the goal;

the ability to think independently and make informed decisions promptly;

the ability to consistently and proactively ensure their implementation;

the ability to release human energy (initiative, enthusiasm).

Business qualities are an extremely complex category. Without going into their detailed analysis, one can only notice that they are a symbiosis (cohabitation, helping one another) of two components: competence and organizational abilities (knowledge and skills).

Competence is understood as a thorough knowledge of one's business and the essence of the work performed, as an understanding of the connections of various phenomena and processes, as finding possible ways and means to achieve the intended goals.

The organizational skills of the leader are expressed primarily in the following:

in the ability to identify and clearly formulate both promising and most important tasks in each specific situation;

in the ability to make well-reasoned decisions in a timely manner and ensure their implementation;

in the ability to coordinate their ideas with the conditions of reality;

in the ability to organize, coordinate, direct and control the activities of subordinates;

in the ability to constantly and successfully cooperate with other departments and with control bodies.

Moral and psychological qualities are necessary for any leader as moral guidelines for his activities. Without them, he is simply unable to lead the team.

Three types of moral qualities seem to be the most characteristic from the point of view of the issue under consideration - this is decency, the ability to attract people to oneself, the ability to influence subordinates. These qualities characterize the peculiarity of the leader's personality, how it is perceived by the team and how it is able to influence the members of the team.

Decency. Probably, everyone could offer their own interpretation of what decency is. Opinions would be in some ways coinciding, but in some ways different. In the general list of signs of decency, we single out three that are most important for a leader: truthfulness, respectful and fair attitude towards subordinates, and a healthy perception of criticism.

Truthfulness is the foundation of morality. Benign information prevents demagogy, self-praise, bureaucracy. Without truth, normal joint work, the implementation of a comprehensively balanced activity is impossible. From frequent deception, a person becomes indifferent. Nothing demoralizes people as much as lies and demagogy, the gap between word and deed. If a person hears one thing about the well-being of affairs, success in everything and everything, but sees something else with his own eyes - negligence and indifference, abuse of official position and distortion of indicators, then he, naturally, gradually loses faith in words.

Respect for the personality of a subordinate and a fair attitude towards him is also an unconditional sign of the decency of a leader. The dignity of a subordinate should not be humiliated under any circumstances. The state of the relationship between the leader and his subordinates serves as a unique and convincing characteristic of the level of his professionalism.

Thus, from all of the above, we can conclude that leaders are a very valuable contingent of people who know reality, who have considerable vocational training accustomed to discipline, to persistent purposeful work, with a sense of responsibility. Also an important requirement for the personality of the leader are business qualities, ideological and moral-psychological qualities.

Knowing the different types of "difficult" leaders, and being able to identify and deal with them, can help managers and other professionals build healthier and more productive relationships with their immediate supervisors.

1) "New Russian" - most often young, under 30 years old, very rich, the origin of the state is a secret, most often financial fraud with a bank or the use of budget funds.

2) "Mafiosi" ("bull") - looks like a boxer, wrestler or criminal. Shaved head or short haircut, gold chain, bull neck. Professional education- vocational school or technical school. Loves simple views business (gas station, car service, parking, market, shops).

3) "Napoleon" - a man of small stature up to 160 cm, unprepossessing appearance, very conceited, hardly made his way to the bosses, because. girls in their youth did not pay attention, the guys "beat", the bosses humiliated, they had to constantly catch up with the "lucky ones". He took diligence, diligence and diligence.

4) “Important bird” - a leader who has a complex of psychological qualities of a “high-flying bird”, puts on a mysterious look, making it clear to others and subordinates that he knows a lot and he has a “hand everywhere” (governor, mayor, head of the district ).

5) "Organizer" - a leader of a motor type ("locomotive"), constantly on the move, a bright choleric with an engineering personality type, prefers to quickly decide operational tasks to the detriment of the strategic, it is distinguished high level intellect.

6) "Authority" - an imperious, strong leader of an authoritarian style, does not tolerate objections. Lives by the proverb "the director is always right." Quickly makes decisions that are not always justified and fair, “chops off the shoulder” and can quickly dismiss the recalcitrant.

7) "Cunning Fox" - outwardly always smiling, pleasant person. Received a good education, a comprehensively developed personality, necessarily has a hobby (draws, composes poetry, numismatist, plays music), a creative personality type, choleric or phlegmatic, focused on surrounding reality, quickly responds to changes in the environment, usually has no problems with morality, avoids conflicts.

8) "Eminence Gray" - a very strong personality in the team, prefers to be "in the shadows" and on the sidelines with a young or old leader, usually over the age of 50 years and older, suffered a serious illness, which is always in him. He has a brilliant education, a very high intellect, an excellent memory and a huge production or personnel experience.

9) The "bully" is loud, staunch, firm, formidable, aggressive, and they say about him that he has influential friends in high places (often the "bully" does it himself). Bullies have a strong desire to control others; for them, life is an ongoing struggle for power.

10) "Bear" (slow leader) is usually friendly, sweet and benevolent. However, such leaders have two main drawbacks: they delay decisions at all costs and make do with assertions. general avoiding being specific.

11) "Fighter" (for women, "Amazon" or "Joan of Arc"). "Smokeless grief" with contained rage, "fighter" is a "walking bomb" with a clockwork. His (or her) anger lies not on the surface The “fighter” explodes unexpectedly: he screams a lot, attacks and splashes out his sarcasm.

12) "Smoothie" constantly smiling, friendly, obsequious, with a sense of humor. Flatterers tell people what they want to hear; trying to "pin them against the wall" is as ineffectual as trying to collect mercury with a fork.

13) The know-it-all knows a lot, but his problem is that he acts like he knows everything. He (or she) is very impatient, which manifests itself in an inability to listen. If the "know-it-all" encounters negative phenomena, he criticizes what he himself does not know, accuses others.

14) "Lazy" (slob). The personal habits (inclinations) of a “lazy person” can irritate and even cause disgust; disorder and chaos manifests itself both in his (or her) work and in his personal life. “Lazy people” cannot navigate in the order of things and prioritize tasks; their clothes are constantly wrinkled, soiled or torn. They may eat too much, smoke, smell of alcohol, or leave half their dinner on their own mustaches.

15) "Abnormal" ("deviant") leader shows abnormal (deviating from the norm) behavior. Abnormality affects either in sexual advances, or in frequent absenteeism, or in constant lies. The "abnormal" leaders try to shirk responsibility and hope that people will "cover" them.

The manager creates plans, determines not only what and when to do, but also who and how will carry out the planned (personnel management), determines work procedures (technologies) for all stages of the management cycle, and exercises control.

The manager's duties include defining the goal and choosing the means to achieve it, establishing the priority of tasks in the work of the enterprise and predicting the possible consequences of their decisions. He is responsible for developing an organization's development strategy, analyzing and forecasting the dynamics of the situation, both at the enterprise itself and beyond. He must anticipate events, be flexible in planning. The successful implementation of professional functions requires the manager to have the appropriate personal qualities. He must be able to think strategically, possess the skills of intuitive thinking, making quick and correct decisions in conditions of incomplete information. It is impossible to achieve this without having a broad outlook, solid professional knowledge, without understanding the role of self-education and natural (without coercion) recourse to it. Also important are the ability to quickly process incoming information, to see and highlight the essential in what others do not notice, to effectively and at the lowest cost to achieve the goal, to find simple solutions to complex problems. He must not be afraid to take risks, while not losing realism and, if necessary, openly admitting the mistakes made. In order to be a recognized leader in a team, a manager must show a desire for cooperation, communication skills (skills social interaction), sympathy and respect for their subordinates, the desire and willingness to come to their aid. At the same time, he must be capable of making sometimes tough, unpopular decisions, but justified by the situation. The manager cannot count on success in his professional activity if self-confidence is not inherent in him, i.e. justified faith in their ability to perform the tasks facing them.

The authority of a manager among his subordinates is largely based on the extent to which he himself is able to be guided in his activities by a sense of professional duty and responsibility, to follow his word and keep his promises. A sense of humor helps the manager to have a positive impact on the psychological climate in the group, to improve relations of production. External attractiveness (tidiness, elegance), good manners, good manners, clear, clear, lively speech strengthen his authority and leadership position. IN Lately interest in the moral sphere of the manager's personality and his moral reliability has increased markedly.

There is no doubt that the effectiveness of the work of an institution is largely determined by the effectiveness of the management activities of its head. The concepts of "effective management", "effective leader" have firmly entered the lexicon of modern management practice, unfortunately, as well as "inefficient management", "ineffective leader".

In the 30s. 20th century from the position of the so-called "theory of traits", the first attempts were made to create the image of an effective leader through the allocation of common the best leaders sets of personal qualities. However, the results of a large number of studies on the definition of these qualities were very contradictory: in many cases, effective leaders were distinguished by intelligence, knowledge, responsibility, activity, reliability, social participation, but in other situations they showed other qualities. The fundamentally important conclusion that scientists came to was that a person does not become a leader only due to the fact that he has a certain set of personal properties, i.e. there are no personal qualities that are uniquely related to the effectiveness of a person in the role of a leader. Neither mind, nor determination, nor will, nor any other quality are guarantors of success, just as the lack of some qualities does not necessarily lead to failure.

In education, the effectiveness of managing a general education institution is often associated with the term management culture leader.

K.M. Ushakov reveals the concept of "culture", in relation to the organization as:

A system of relations, including many subsystems or special relations, used by a group of people or a human society in order to determine behavior in different conditions and circumstances; - a system of ideas, values, rules, norms, customs, beliefs, habits, traditions, codes, knowledge, uses, practices, laws, signs, etc., known and shared by members of society and transmitted through generations within society;

A combination of reactions, external and internal motives that society perceives as true for a long time;

A structured system of patterns of thought and behavior that characterize the community;

The tendency to behave in society in a certain way;

Collective mindset, collective mental programming.

In line with such a vision of culture, it makes sense to talk about both the requirements for the modern head of the organization and the style of his managerial activity, which is one of the components of managerial culture.

In accordance with the considered ideas about a modern leader and culture, a number of the following requirements are presented to the leader, formulated by M. Woodcock and D. Francis on the basis of research on identifying the main factors influencing effective management.

1 . Ability to manage yourself and your time - integrative ability, which includes: a balance between personal and professional demands and needs; rational and efficient use of time, in general, and working time, in particular; effective ranking of cases; appropriate communication with others; having a sense of self-worth; skillful "care" from stress.

2. Having reasonable personal values - basic life positions that allow the modern leader to make the right judgments about what is important and what is not, and make the right management decisions.

3. Having clear personal goals orienting the manager to specific cases and their results and making it possible to rank the forces, time and other resources of managerial activity.

4. Continuous personal growth and development on the basis of knowing oneself and one's individual capabilities, which implies the allocation of time for development, a positive attitude towards obstacles, an assessment own experience, self-confidence, responding to career changes through professional development management.

5. Ability to solve problems effectively involving a constant focus on solving problems, choosing adequate methods, using a systematic approach, identifying those responsible for the problem, clearly setting the goal of each work, establishing criteria for determining success, skillful handling of information, effective planning, allocating time for analysis, effective coordination of the work of the team.

6. Ability to innovate - integrative ability of the leader, including a positive assessment of creativity in others, faith in one's own creativity, the ability to identify factors that hinder creativity, persistence in solving problems, the ability to break with traditions, the need for change, the use of a systematic approach to solving problems and selection innovative ideas by their decision, the ability to learn from mistakes, the desire for risk.

7. The ability to influence others characterized by the ability to correctly assess others, establish relationships, express thoughts clearly, have a realistic idea of \u200b\u200bone's own "I", confident behavior, the desire to be persistent, the ability to "hear" another, the desire to understand him.

8. Knowledge of modern management approaches, involving knowledge of management styles and one's own style, changing the management style depending on the need and situation, the ability to get everything from people that they can give.

9. Ability to lead (skillful use of human resources) - the ability of the leader to be formed and developed. It includes understanding one's own role and the factors influencing the fulfillment of this role, adapting the management style to changes in society, systems approach to the analysis of work, qualified delegation of authority and the creation of a positive feedback, search for revitalization of employees and success criteria.

10. Ability to train and develop subordinates - a special skill of the leader associated with his educational functions. The manager should strive to create a positive learning environment in the team, analyze the needs of employees in training, systematically evaluate employees, know the strengths and weak sides subordinates, set goals that require effort, use development opportunities in the process of work.

11. Ability to form and develop working groups, characterized by the presence of management skills, the creation of a favorable psychological climate, interest in the results of work, the correct selection of employees and a clear distribution of responsibilities between them, support for the personal development of subordinates, the formation of effective intra-team relations, the use of conflicts for constructive purposes, the encouragement of employees who take risks, the presentation of high requirements for subordinates.

Management theorists identified a set of individual qualities for effective management of people. Let's take a closer look at these qualities.

1. Adaptive mobility - propensity for creative forms of activity, continuous deepening of knowledge; intolerance to inertia, conservative manifestations; desire to teach others; the desire for qualitative changes in the organization and content of their own activities; willingness to take reasonable risks; desire for innovation; expanding the scope of their powers; self-control, enterprise, etc.

2. Contact- sociability, extraversion (focus on the outside world and activities in it); interest in people; a high level of claims in the sphere of interpersonal relations, the ability to win over people, to see oneself from the outside, to listen, understand and convince people; the ability to look at the conflict situation through the eyes of the interlocutor.

3. Stress resistance- intellectual and emotional security in problem situations; self-control and sobriety of thinking when making collective decisions.

4. dominance- authoritativeness, ambition, striving for personal independence, leadership in any circumstances and at any cost; readiness for an uncompromising struggle for their rights; ignoring authorities; self-esteem, adjacent to high self-esteem, an overestimated level of claims; courage, strong-willed character.

The activity of the head is, first of all, the management of the coordination processes various kinds activities in the organization and analysis of the dynamics of the process within the group and management of these dynamics.

The main managerial functions of the manager include: planning (forecasting), organization, motivation (goal setting), regulation and control. They have been discussed in previous chapters.

7.1. Requirements for a modern leader.

7.2. Styles of managerial activity.

7.3. How to effectively use working time.

Requirements for a modern leader.

Management Ethics- this is a culture of life and cooperation with people, such an organization of human teams in which everyone can creatively, most selflessly perform a feasible task.

To prevent possible Negative consequences Due to the balanced actions of this or that leader of the socio-economic system of any level, relevant rules and requirements are developed and put into practice.

Today, there are a sufficient number of so-called "models" of the head, developed by specialists, which include the relevant professional and moral and personal requirements. Moreover, each such model was created on the basis of practice. their essence lies in the fact that the main features, requirements that a today's leader, manager should have are highlighted: organizational and business qualities, professional, personal qualities, character traits.

The manager's model is the basis of professiograms on positions, for all specific management positions, taking into account the characteristics of the activities of a given organization, firm, enterprise.

So, the leader model proposed by V.N. Shepel, includes three blocks of leader qualities:

General qualities (high level of intelligence, fundamental knowledge, sufficient experience)

Specific qualities (ideological and moral: worldview, culture, motivation, scientific and professional: knowledge, experience, competence; organizational qualities: the ability to select and arrange personnel, plan work, provide control; psychophysical qualities: health, a tendency to systemic thinking, trained memory and so on.);

Specific personal and business qualities (sociability, empathy, stress resistance, eloquence, etc.).

R. L. Krichevsky highlights the following qualities of a modern leader:

High professionalism. This is the basis for the formation and maintenance of the authority of the leader;

Responsibility and reliability. We constantly feel the lack of these qualities in our daily life;

Self-confidence, ability to influence their subordinates. The success of managerial activity is largely determined by this very feature, because, firstly, in a difficult situation, you can rely on such a leader; secondly, the leader's confidence is transferred to subordinates, and they act accordingly; and thirdly, it is important when dealing with other leaders;

Independence. The leader must have his own position, his personal point of view on certain problems and maintain such independence in his subordinates;

Creative problem solving, striving for success. It depends on the intelligence of the leader and his motivation.

The head of the General Motors corporation, R. Gsrstenberg, defines the following features that a manager should possess:

Competence - every manager should know how to do his job at a high professional level;

A high degree of responsibility in all matters and at the same time maintaining one's own dignity;

A sense of the new and the ability to take reasonable risks;

Flexibility, a sense of the environment, a keen perception of emerging needs, a sense of time, events;

High performance, constant striving to be the best and do everything in a perfect way.

So, in order to prove yourself as a leader who is knowledgeable about the business, to win the trust of partners, you need to follow a number of tips:

^ Do not be afraid of difficult tasks;

^ Among the many tasks and problems, select the main, priority and focus on them;

^ Decompose a large problem into a number of smaller ones and solve them sequentially;

^ Know how, if necessary, to say a firm "no";

^ Start the working day by solving the most difficult and unpleasant cases;

^ Who clearly plans wins;

^ Pay constant attention to your health;

^ Set aside time every day to study special literature, improve your professional level;

^ Constantly analyze own life, learn from your own mistakes;

^ Listen carefully to others, but make your own decisions;

^ Aim for business relations separating them from irrelevant discussions and disputes;

^ Do not interfere in the auction. Deal with problems first, then with people;

^ Determine the essence of interests in the process of business communication and entrepreneurship;

“When trouble approaches, boldly go forward to either block them, or, in extreme cases, weaken the unpleasant consequences;

^ It is necessary to ask yourself daily: "Do I always give enough attention to people?", And also do not forget that you can achieve something significant and big only when you learn to limit yourself.

Executive business career

Career in the broad sense of the word means successful advancement in the field of any activity.

A leader's career is an individually conscious and changeable position and behavior associated with work experience and activities throughout his life.

To the main goals of the manager's business career in terms of his life positions include:

Responsibility of the profession and the position held by the level of self-esteem of the leader;

Obtaining moral satisfaction;

Respect from the social environment (relatives, acquaintances, etc.);

The creative nature of the activity, the achievement of independence;

Decent pay for managerial work;

Availability of free time for self-improvement, recreation, parenting, etc.;

The presence of various benefits is an additional incentive for activity;

The potential for a decent life after retirement.

Questions and Tasks for self-control

Task 1. Complete the sentences.

1. Management ethics is ....

2. The leader model is the foundation....

3. The three blocks of leader qualities (according to V. M. Shepel) include: ....

4. R. Krichevsky highlights the following qualities of a leader: ....

Task 2. Explain how, in your opinion, a manager can better prove himself as a person who knows his business well.

Task 3. Prepare a presentation "My vision of a business career" at the meetings of the discussion club.

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1 . Rol and leadership skills

A leader is a person empowered to make managerial decisions and implement them. The managerial role is understood as “a set of specific behavioral rules appropriate for a specific institution or a specific position” (Mintsberg). There are ten main roles of a leader. These roles are performed by the leader different periods his work.

Leadership roles are broadly divided into three groups:

1. Interpersonal roles. The manager performs the role of a leader, that is, he is responsible for motivating, recruiting, training employees, etc. Also, the manager is the link between his employees. The chief leader performs the role of a one-man boss - the chief supreme leader.

2. Information roles. As a receiver of information, the leader receives a variety of information and uses it for the purposes of the organization. The next role of the leader is to disseminate information among the members of the organization. The head also performs representative functions, that is, transmits information about the organization during external contacts.

3. Decision-making roles. The manager acts as an entrepreneur, develops and controls various projects to improve the organization's activities. He also acts as a person who eliminates violations in the work of the organization. The manager is the distributor of the resources of his organization. In addition, he is a person who negotiates with other organizations on behalf of his organization.

All these roles of the leader, in their totality, determine the scope and content of the work of the manager of any organization.

Leaders fall into three categories:

1. Lower-level managers (operational managers). The largest category. They exercise control over the fulfillment of production tasks, over the use of resources (raw materials, equipment, personnel). Junior superiors include a foreman, head of a laboratory, etc. The work of a lower-level manager is the most diverse, characterized by frequent transitions from one type of activity to another. The degree of responsibility of lower-level managers is not very high, sometimes there is a significant proportion of physical labor in the work.

2. Middle managers. They supervise the work of lower-level managers and transmit processed information to managers top management. This link includes: department heads, dean, etc. Middle managers have a much greater share of responsibility.

3. Top managers. The smallest category. They are responsible for the development and implementation of the organization's strategy, for making decisions that are especially important for it. Top managers include: company president, minister, rector, etc. The work of a senior manager is very responsible, since the scope of work is large, and the pace of activity is intense. Their work is mainly mental activity. They constantly have to make managerial decisions.

Average distribution of working time for a senior manager:

Management, leadership and power are independent concepts that attract many management researchers to consider them from several sides, in relationships and comparisons.

An experimental study of the socio-psychological foundations of leadership and leadership began in the 20s of the 20th century, but due to its complexity, this problem does not have a generally accepted solution to this day.

There is a clear difference between a leader and a manager. When the director of a company, using hierarchical power, achieves brilliant results, many call it leadership. But it's not like that. Here we see an example of the power of a manager, based on the execution of orders and orders by subordinates. Leadership is associated with status power, official, formal relations. In leadership management, power is used, built on respect for employees and mutual trust, informal in nature. And the basis of leadership as a process are interpersonal relationships in which relations between the management and the work team of the company are intertwined, and the manager manages the process of communication and all activities of the enterprise

IN modern world in many organizations, teamwork is becoming the rule rather than the exception. Good projects cannot be the work of just one person from the whole team. The project manager will be in a much better position if he works with people who provide a high enough level of teamwork on the project in the process of project management than if he works with professionals who do not know how to work together. hard to do good project without talented workers, but it is even more difficult to do it without teamwork.

1.1 The division of labor occurs in two directions

1. Horizontal- qualitative and quantitative differentiation and specialization of labor activity (division of the general production process into private separation of various types of activities with specialization of production) is divided into:

Functional (specialization of employees);

Commodity-industry (specialization in certain types activities);

On qualification grounds (when determining the types of activities, they proceed from the complexity of the work).

2. vertical - isolation of management functions (targeted coordination and integration of the activities of all elements of the organization) from the performing ones.

Vertical separation exists in the following areas:

General leadership;

Technological (introduction of technologies);

Economic;

Operational - drawing up and bringing to micro-collectives and individual performers of operational plans;

Personnel Management.

Vertical separation has several points:

Intellectual (preparation and adoption of a managerial decision);

Strong-willed (implementation of a managerial decision).

The vertical division of labor acquires management levels:

- higher- the president, CEO, deputy director, vice president, members of the board of directors and the board. These managers perform the main functions aimed at fulfilling the interests and needs of shareholders (owners). They determine the organization's development strategy and business policy.

- average- heads of branches and having several enterprises, project and program managers, heads of departments and workshops. They have a wide range of responsibilities, have great autonomy in decision-making and implement the organization's strategy developed by top management. They are also responsible for bringing tasks to the departments and their execution.

- lower- shift leaders, foremen, foremen. They are in direct contact with non-management employees, bring tasks to them and check their execution.

1.2 The qualities of a leader can be conditionally divided into two groups

The first group is his business, professional qualities, the methods and techniques of managerial activity he uses.

The second group - intellectual and personal qualities: knowledge, abilities, intellect, emotional-volitional sphere, character. This group of qualities has two features. Firstly, it is the foundation on which the professional, managerial competence of the head is built. Secondly, it is much more difficult than the first one, it can be corrected: it is incomparably more difficult to change the style of thinking or character, it is much more difficult to master the decision-making methodology or management technology.

One of the main psychological qualities of a leader is his thinking. In the process of practical activity, the leader must be able to think:

Problematic and promising, pre-determining possible difficulties and ways to overcome them;

Systematically, covering all aspects of the case and influencing factors;

Practically and reasonably, distinguishing actual factors from subjective opinions, real from desired or apparent;

Conservatively, unconventionally, combining the benefits of accumulated experience with original, innovative management methods;

Promptly, that is, quickly responding to changes in the situation, independently making the most rational decisions in the face of time pressure;

Consistently and purposefully, achieving the set goal, separating the main from the secondary, without drowning in the turnover;

Self-critically, showing the ability to soberly evaluate their actions, make the most of the positive experience of others, improve professional knowledge and skills.

Any leader spends a significant part of his working time on communication. Therefore, an important professional quality for him is the ability to carry out business conversation with people regardless of their own emotional assessments. he must control his behavior so that a negative attitude towards someone does not negatively affect the nature of business relations with him, and a positive attitude towards an employee becomes known to him and works as an additional incentive to increase activity.

The leader is able to admit his mistakes and is not afraid to openly take the necessary steps to correct them. The leader is characterized by perseverance in achieving a group goal, the search for like-minded people, he is a constant student and must stand out from the crowd.

Leadership can be defined as the process of managing a group, carried out by the boss as an intermediary. social power. It seems that management and leadership solve similar problems. However, leadership is a psychological characteristic of the behavior of individual members of the group, and leadership is a certain manifestation of social relations in the group, primarily in terms of the distribution of management roles - subordination. It is clear that two aspects of power are also manifested in leadership: administrative and psychological, bringing the leader closer to the informal leader in terms of ways of influencing group members. Therefore, in spite of everything, in their psychological essence, the phenomena of management and leadership are quite close, it would be erroneous to imagine that they are in full correspondence in one person of a manager. The leader, no matter how close he is to the interests of his team, should influence both on the whole its members and on its leader, which can be considered as a combination of status and personal forms of power.

Despite the identified differences, there are commonalities. Both the leader and the leader exercise significant social influence in the team: they act as coordinators, organizers of the members' activities social groups and use subordinate relations: in the first case they are clearly regulated, in the second they are not provided in advance.

In practice, most new ventures in business (over 98% of which are small businesses) fail, and the root cause of their failure is poor leadership, not bad ideas.

Organizations operating in an unstable environment do not have the right to wait for changes and then respond to them. Their leaders must think and act like entrepreneurs. The enterprising manager actively seeks opportunities and deliberately takes risks to achieve change and improvement.

Organizations exist to achieve specific goals. If the organization has achieved its goal, then it is considered successful. The ingredients for an organization's success are:

1) survival;

2) performance;

3) efficiency;

4) performance;

5) practical implementation.

The first task of most organizations is survival, opportunity to exist for as long as possible. In order to survive and remain strong, most organizations have to periodically change their goals, formulating them according to the changing conditions of the external world.

To be successful over time, to survive and achieve its goals, an organization must be both efficient and effective, i.e. the organization should combine external effectiveness, which measures the degree of achievement her goals, and internal efficiency, which measures the rational economy of the use of resources and the optimality of the processes carried out in the organization. According to Peter Drucker, efficiency is a consequence of doing the right things, and efficiency is a consequence of the fact that these very things are created correctly. Both are equally important.

Efficiency, understood as the creation of the right things, is intangible. It is difficult to define, especially if the organization is internally inefficient. Efficiency can be measured and quantified by determining the monetary ratio of its inputs and outputs. Profit as the difference between income and costs can serve as a criterion for the effectiveness of an organization.

The relative efficiency of an organization is called performance, expressed as the ratio of the number of units at the output to the number of units at the input. Profitability as the ratio of profit to cost can act as a criterion for the performance of an organization.

The more efficient an organization, the higher its productivity. The key to productivity is quality.

Performance at all levels of the organization is a critical factor for an organization to survive and succeed in a competitive environment. A potential consumer, having freedom of choice, will prefer the product of a more productive organization because it has a higher value. Higher sales give the more productive organization more money to invest in resources, including better equipment, better technology, which can further improve the organization's productivity.

What the organization's performance goals should be is up to managers to decide. Managers determine the composition of the methods used to obtain products, forms of incentives for employees to increase productivity. Through; the developed policy of the organization, through a personal approach, leaders set the tone for the organization, determine the degree of its level of orientation towards quality and consumers.

One of the most important aspects of success-oriented management is the efficient and effective* transformation of managerial decisions into action, i.e. their practical implementation. Thus, the main components of success in business are survival, effectiveness, efficiency, productivity and practical implementation of management decisions.

Etcactual part

In my opinion, first of all, when describing what a manager of the 21st century should be, it is necessary to describe what appearance(image) manager. Since the appearance of a manager is the first step to success, since a suit serves as a kind of code for a potential partner or client, calling card indicating the degree of solidity and reliability.

Neat, tastefully dressed, smart - this is the outward appearance of a business person, benevolently perceived by others. And the point here is not only in the sophistication of taste, but in the fact that the appearance of such a person testifies to his respect for people.

The fundamental principle in the preparation of the wardrobe should be the versatility of clothing.

An equally important requirement for clothing is its neatness. Feeling untidy always causes an unpleasant feeling and indicates disrespect for others. Another elementary requirement for clothing is also very important - neatness. A poorly tied or shifted tie, uncleaned shoes, poorly ironed clothes suggest fussy haste or laziness, undemanding to oneself or indifference to others.

The Job of a 21st Century Manager

In the process of management, the manager carries out a number of specific functions, among which: organization and planning of the activities of the team and its own work; distribution of tasks and instructing subordinates; control over them; preparing and reading reports; checking and evaluating the results of work; familiarization with all the novelties in the world of business, engineering and technology, promotion and consideration of new ideas and proposals; resolving issues that are beyond the competence of subordinates; acquaintance with current correspondence; answering calls and receiving visitors; meetings and representation; filling out reporting forms; Negotiation; training.

All these works are characterized by: high diversity, a variety of forms of these actions themselves and the place of their implementation, wide contacts and communications inside and outside the company, a rapid change of events, people and actions.

The manager of the 21st century organizes and coordinates, evaluates and stimulates the activities of the lower-level personnel of organizations. Distributes the scope of work among the employees, trains, explains, communicates the orders of the management, communicates between the board and the employees. A 21st century manager conducts commercial negotiations, engages in marketing and product niche formation, determines strategy and tactics competition, conducts activities to improve the efficiency of sales of products, manages the implementation of the business plan of the organization.

The manager of the 21st century is characterized by the following behavioral elements.

1. Conflict resolution.

2. Initiative. The leader sets the tone for all subsequent activities of subordinates.

3. Awareness. Willingly collects data on quantitative parameters, volume indicators, compliance production processes graphics and specifications

4. Decision making. Gives importance to individual decision-making and does not allow anyone to influence this process, believing that only he has sufficient knowledge, experience and authority necessary for decision-making.

Conclusion

The leader must be able to make decisions, plan, conduct a conversation, organize people, control the activities of subordinates.

The leader should not so much manage as create the most favorable conditions for each member of the team to strive to actively participate in managing the affairs of the organization. In other words, he must create a system of psychological, spiritual, material incentives that encourage each employee to think and act in the interests of the organization as a whole, which, in turn, seeks to satisfy the personal interest of each member of the team. "The leader serves the team, and the team serves the cause."

In the modern economy, the functions of workers become so complicated and intellectualized that it is ineffective to manage them with the help of commands and orders. Therefore, the leader should not manage in the usual sense of the word, but lead, be a leader.

Thus, from the former role of the leader, who served only the cause, life makes us move to the new role of the leader, who serves his employees without ceasing to serve the cause. At the same time, he, like other employees, performs all the listed management functions, but only more actively, competently and enthusiastically. And, in addition, organizes the participation of each member of the team in the process of performing managerial functions. The functions of personnel management performed by the manager are not limited to those discussed in this thesis. They are related to almost all issues of providing the organization with employees and using personnel: its marketing, attraction to the enterprise, evaluation, selection, training, stimulation, movement, career, social security, relationships with the bodies of the labor collective, trade unions, etc.

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