leadership in the organization. Power and its main types

There are 5 levels of human maturity.

Maturity Level #1 – Programmable.

If you are a leader, then you will have to work with these levels of maturity tomorrow, when you come to work and start analyzing what kind of employees you have. What maturity level are they?

You will not find the 5th and 4th there. If you have a cool company, then you will probably find employees of the fourth level of maturity. But the fifth level is definitely not there. The fifth is often you. If you are successful.

About 70% of people on earth are programmed.

What does it mean?

A programmed person acts only within the framework of the program that is laid in him by someone else or by himself.

For example, I had a situation at the enterprise a very long time ago.

I am sitting in the office, I am negotiating, I cannot leave and I send an employee for tea to our warehouse. He comes without tea. It was winter, a blizzard outside. He came covered in snow.

I speak:

-« Where have you been? You were gone for 20 minutes. Where is the tea?»

He says:

-« I came to the warehouse, it's closed there».

I speak:

-« Have you tried going the other way? Where the entrance is not through the frame, where the goods are received, but on the other side?»

He says:

-« No, I haven't tried».

I speak:

-« Well, go, do it, bring tea».

He was not there for another 15 minutes, he comes and says that it is closed there too.

I speak:

-« Do you remember that there is a bell and you can call?»

He says:

– « It's late, it's evening, the storekeeper is probably already gone».

I speak:

– « Did you call or knock, somehow show that you are there?»

He says:

– « No».

I speak:

-« Listen to me carefully: you go to the warehouse, you approach the door, the bell is on the right side above, you extend your hand, you press the button, if no one answers, you start knocking. If no one opens, here is your phone, you call the storekeeper, maybe he is somewhere on the territory, understand?»

He says:

-« Understood».

I speak:

-« Tell me how you understood».

You will not believe it, the man repeated word for word what I told him from the eighth time. Prior to this, he recounted everything wrong.

Therefore, if you work with programmed people, then the key rule is to seek feedback!

Do not send this person anywhere without receiving one hundred percent mirror feedback. Because he will make a mistake, and then you will be responsible for it. It just happens, you go and start correcting mistakes.

This is one of the reasons when already advanced recruit employees and then refuse them, because they have to do their own business and redo it for them. This happens because such a leader does not know the types of maturity and does not know how to work with them. He doesn't know how to build relationships.

Maturity Level #2 - task.

These levels of maturity are all hierarchical. Each of us at some point in time goes through all these levels of maturity. Someone stays forever at one of these levels and does not want to grow further. Or he chooses situations that do not stimulate him to further growth, he chooses those situations that allow him to remain at the level of maturity that he has.

There are about 15% of task-level people on the planet.

On the example of this tea, if this person was a task person, he would go, would do the same as the programmable one, but, having called me back, he would immediately offer 2-3 solutions.

If you are hiring new employees, never hire programmed people, forget about them altogether.

If you see a programmed person, then start raising him, and if he does not grow, drive him in the neck. This is the person who will constantly drag you down. You may not even notice it yourself because of the routine that you are busy with. You need to stay away from them.

The task type, when faced with a problem, offers 2-3 solutions, but is not responsible for them. He offers 2-3 solutions, one of which you must endorse - give the go-ahead.

Tasks should be taken to work, they can be raised to the third level.

How would the task person act in a situation with tea?

He would come and say: “I came, it was closed there, I tried on the other side, knocked, called. I suggest doing it this way. Let me go to the store. Or give me the storekeeper's number and I'll call her."

If you have an employee or a task assistant, he comes to you and says: “I met with a client, he doesn’t want to sign an exclusive contract with us.” You ask: "What do you propose to do?" He offers several options. And you are already interested in what resources he needs for this. He voices the necessary resources, and then you choose. The decision is yours, you should not entrust responsibility to him, because he will not cope with it.

Maturity Level #3- Problem.

At the third level of maturity are most of the employees, colleagues that I have encountered. You and I ourselves are at this level, someone constantly, someone periodically falls on it.

This is a person who can act as efficiently as possible only when the deadline has already come.

Why problematic?

Because he puts everything off until later. This is just the person who loves and is used to putting it off for “later”. If he solves this problem, he will reach the next level of maturity. If he doesn't decide, he will constantly "put out fires".

This is a person who constantly "puts out fires." If something happens in his business, he solves, “resolves” these problems, he reaches successful indicators until the next emergency.

How does the problematic type react to the problem that arises?

As soon as a problem arises, he observes it, keeps it in mind, thinks about how to solve it, he develops various tools, designs, plans and waits for the deadline, when the situation comes when it is no longer possible not to solve the problem.

These are people who start preparing for exams in one day.

This is a person who has a deal tomorrow, and only today he begins to remember what documents are needed, who is needed for this deal, can prepare a conversation plan, and so on. This is the problematic level of maturity.

You are forced to tumble into a problematic level of maturity when you have many projects that you do not delegate. You don’t want, you don’t know how, you don’t know how to delegate, how to entrust these projects to other people and where to find these people, how to arrange relations with them, what to pay them.

You load all the projects on yourself and as a result you do not have time to do anything.

I also have this situation. It is still happening now. I am running two businesses at the same time, so I am now expanding the team, I am increasing the staff of freelancers who can be entrusted with all this, who will cope with these tasks better than me.

What should a problem manager do?

If you are a problem manager, if you are buried under a lot of things, you pull everything on yourself. The first step is to start finding people who are better sellers than you when it comes to selling a product or selling a service. Find more seasoned sellers, find cooler employees.

Do not be afraid that these people will be able to force you out somewhere. No one will force you out of your business.

The leader is subconsciously afraid to take on people with great leadership potential, with greater sales potential than himself. Because he is afraid that these people can take over part of his business or even steal his business, steal his client base, steal technology, skills, in fact - grow a competitor.

Many of you probably recognized yourself at the problem level.

Maturity Level #4 - Looking for a problem.

This is exactly the level of maturity you should aim for.

These are the employees you need to look for.

And often these employees need to be bought out, poached.

It will not be a secret for anyone that cool salespeople, great specialists are always busy with something. There is rarely a situation when it is free on the market. It may just be lucky when a person changes his field of activity or city, and you intercepted him at that moment. This is a happy coincidence. Often employees of this level of maturity need to be hunted down, observed and poached, outbid in order for them to work in your business.

This is a normal strategy, this is how most businesses operate. The big ones do just that. All TOP managers are closely monitored by headhunters.

As soon as this person is in a situation where it is possible to establish contact with him, the headhunter immediately contacts him in various ways, offers him very favorable conditions for a solution and drags this person to another company. This is a hunt for minds, for talents.

And recently this problem has become even more acute than it was 10 years ago.

How is this type of maturity different?

There are few such people.

It differs in that it is a man-system.

If the problematic person is the person who creates the conditions, the person is “akhtung”. By the way, the one who creates the conditions is also the 5th level of maturity. The third and fifth levels of maturity are somewhat similar.

Why is No. 3 and No. 5 an Achtung person?

Because he constantly has a lot of ideas, he does a lot of things, implements, pulls a lot of projects. He needs key employees, partners with a level of maturity - looking for a problem.

Seeking a problem, faced with problems in his sector of responsibility, solves them. He doesn’t even talk about it, you often don’t even know what problems he solved. He just comes and says that some problem arose, he solved it, everything is fine.

A problem seeker is a person who has done everything in the sector of work entrusted to him.

If you have a branch system, then there are directors at the branch who have everything going great in the agency.

Looking for a problem a person should not be allowed to linger there, because he needs to be sent to those territories where everything is bad, but which you need and in which there is potential. These are potentially profitable territories, projects, facilities, and so on. That's where you need to send such a person. He cannot live without it.

The basic belief of the problem seeker is that he grows on problems. He does not need to be convinced of this, he does not need to be told this, he lives by this. He lives by growing on problems.

How to identify a problem on which you are 100% growing, and distinguish it from other people's problems that do not even need to be solved.

The problem that you are growing on has one quality - when faced with such a problem at the first moment in time, you do not know how to solve it. You understand that if you solve it, you will get a lot of resources, but you do not know how to solve it. You do not know how to solve this problem now.

It is on this type of problem that your “I” grows.

If you know when faced with a problem and easily know how to solve it, then you do not grow on these problems, on them you regress and degrade as a person. Solving problems of the same complexity each time, you do not develop, you lose. Even if you are making money, it is nothing more than an illusion. Because you are missing the most important thing, you are wasting your potential.

Instead of investing your reasonable potential, all your strength, directing it to solving problems on which you really grow, you spray it on those problems that the people you entrust it with should cope with. You start doing it yourself.

And in such problems, after some time, you will wallow and fall to a lower level of maturity, to a problematic one.

Your goal is to reach the "problem seeker" level. Look for problems, hunt for problems that you grow on.

As soon as you encounter such a problem, you should dance for joy that you have come across such a problem.

Other people break their heads, don't know what to do about it, try to avoid it, but you have a smile of 55 teeth and you are happy and dancing with joy that there is such a problem. It will be difficult for you to solve it, this is normal. Difficulty is an indicator that you have chosen the right problem.

But as soon as you solve such a problem, as soon as you implement such a project, you literally physically feel how much more you have become. Those who solved such a problem physically felt that they had increased strength, their backs straightened, and they earned money.

This problem is not always related to making money.

Try to hunt only for such problems, it is on them that you grow. All other problems that you can easily deal with, entrust the people who will solve them.

Most projects consist of a series of operational primitive and already familiar activities - routines.

What is the routine?

The routine consists of operational tasks that you yourself perform - print something, paste something. These are all routine tasks that you should not have been doing for a long time. Most of you have been in the market for more than a year or a decade, and you shouldn't have been doing these tasks for a very long time. By doing them, you waste time, potential and deprive yourself of the opportunity to really grow and earn really, big money.

Let's go back to the rule - do not put it off until later. I will accompany each rule with a parable, because a parable makes it easy and figurative to understand what is at stake, to understand the meaning of each rule.

Parable about a Greek general.

For some reason, at some point, the king became against this general. Some kind of palace conspiracy, some kind of intrigue. It was the general's birthday.

He was celebrating it with his friends, when the king's envoy suddenly came and said to the general:

-« Sorry, it's hard for me to say this, but the king decided that at 6 o'clock you should be hanged. Get ready for 6 o'clock to be hanged».

The man was essentially told his date and time of death.

The general gathered his friends and arranged a feast. Music played, everyone drank, sang, danced. This messenger's message changed the whole atmosphere. However, everyone was not happy, they feasted, but were saddened.

Then the general said:

-« Do not be sad, because this feast is the last in my life. Let's finish the dance we danced. And don't see me off in such a sad atmosphere, otherwise my mind will yearn for life again and again. Stopped music and interrupted celebration will become a burden in my mind. Let's end this, now is not the time to stop, now is not the time to be sad, I only have 2 hours left to live».

Because of him they continued to dance, it was difficult, but still they somehow danced and feasted. Only the general alone danced with even greater fervor. He alone was in a more festive mood, but the rest of the group was uneasy. His wife was crying, and he continued to dance, talk with friends, have fun.

He was so happy that the messenger returned to the king and said:

-« Sir, I saw the general after I announced to him the sad news of his death. This is a unique person! He heard my message and was not sad. He took it differently, absolutely incomprehensible to me! He laughs, he dances, he is in a festive mood. He says that these moments are the last for him, and now he has no future, he cannot waste them. He must live them here and now, without delay.».

The king himself came to see what was happening. He saw the saddened guests, everyone was crying, and only the general was dancing, drinking, singing, having fun.

The king asked him:

-« What are you doing?».

The general replied:

-« It was my life principle - to constantly realize that death is possible at every moment. Through this principle, I lived every moment as totally as possible. Today I made it absolutely clear. I always thought and assumed that death was possible, but I hoped that this would not happen. But you, Sovereign, by your order completely rejected my future for me. This evening is the last in my life. Life is so short now that I can't put it off».

The king, hearing these words, was so happy that he became the disciple of this man.

He said:

-« Teach me. This is how life should be lived, it is an art. Be my teacher, teach me to live in the moment».

I think that for you this parable will be an occasion to think about what you lose when you put off life and business for “later”.

You lose the most important thing that you have - the current moment, this second that you are now living to the fullest, in the thought that you can live it tomorrow. And tomorrow you live in thoughts that you can live it the day after tomorrow and so on.

As a result, a person does not live, but exists somewhere in the future and in the past, but not in the present.

How to get rid of the habit of postponing things for "later"?

With this parable, I also wanted to show the fifth level of maturity, which creates conditions.

Maturity Level #5 – Conditioner.

This is a person who creates something new from nothing.

These are such personalities as Steve Jobs, Isaac Newton.

All the outstanding people who have changed the course of mankind have been at the level of maturity - creating conditions. He does not repel the situation in which he is now. It does not matter to him what territory he is in, in what market, he is absolutely not interested in this. He is not interested in how others work, how competitors work, what they do, whether they do it right or wrong. He doesn't care, he just watches. He does things his own way.

And if he finds himself in a territory where there is no business, he begins to create conditions for this business to develop here. A person does not just come and solve some problems, he creates the best conditions for himself and for others in any place.

Once I made a firm decision that I would not work in any other way, I did not want to. I will work my way. I will take certain factors as a basis and make my technology out of it, which suits me, my team, my enterprise in the city in which I work.

6-7 years have already passed, and still in my city there are no people who work thoroughly according to my system.

Then my intuition gave me a hint that I had found the core in which I needed to invest all my efforts, all my money, all my time in order to learn how to do this and improve this method for myself.

There is always a choice! And choose the best! No need to take everything that comes across. Most take everything in a row that comes to hand.

The bottom line is that it was during that period that I created the conditions for the development of my business, in which my business is now developing. Under these conditions, we grow, develop, expand and at the same time share these technologies with our friends, even with competitors. I tell everything we do. I hide nothing.

You can ask me any question, I will answer it. And I will not be afraid that you will then compete. It doesn't bother me at all.

The bottom line is that not everyone takes them. He is forced to stay in the old channel, in the old familiar swamp in which he lives, and solve those problems that do not even require much effort. That is, stay in your comfort zone, do not leave it, do not go out into an even more interesting and high-quality comfort zone.

And during the crisis, many made the decision to stay where they were and work the way they worked. Most merged from the market during that period, while the rest are now eking out a miserable existence for the most part.

This is what happens in our city, that is, there are many examples that were then at their peak, made enormous revolutions, and now they are lost from sight. Nothing is heard of them now, they are not seen.

Because they haven't changed the technology. Times have changed, but people haven't.

The same thing happened to the new Russians. When other times came, they died out like dinosaurs.

Someone was imprisoned, someone died, someone drank himself, someone smoked, chipped and so on. A fairly large stratum of the “crimson jackets” society has practically disappeared.

There were only those who were able to change themselves, who were able to recruit the strongest specialists into the team, who were able to reach a completely different level, who were able to change their old habits. They made a new lifestyle. Times have changed, and they have adapted to these times.

These are the people who create the conditions. I wish you to be the people who create the conditions. Strive for it! This is one of the main goals in life.

It should be understood that there are many rich enough people who did not follow the rules that we are talking about today. You can't even imagine how many illnesses and misfortunes happen in their families. And they themselves have big health problems. In their families there are such problems that you would not even wish on your enemy.

Life is very economical and you have to pay for everything in life. If you make mistakes, take someone else's, then you will definitely pay for it.

Even the top people in our country have such a heap of problems that God forbid anyone.

It's not even about majors. I have specific health problems, those that are incurable or cause great suffering to that person. He seems to be rich, he has everything, but he suffers so much that God forbid anyone like that! It is not visible from the side.

However, not all VIPs are not happy. There are some VIPs who are very sweet, because they do not make mistakes, do not take someone else's and are constantly busy designing something new.

Communicating with some of them, you are already growing steeply, the scope of thinking is expanding. They have a huge scale of thinking and plans. The bottom line is that they begin to implement these plans very quickly.

And it seems that a person does absolutely nothing 24 hours a day. He travels, flies to different countries, goes somewhere, goes about his business, goes on various trips. At the same time, he has a huge number of businesses that develop, grow, make a profit, increase income.

To be continued….

And to the right employee, an impossible problem. At what stage can you trust a subordinate, involve him in the process of forming goals and objectives, delegate authority? How to save face and remain a leader?

"If you want people to follow you, follow them."

Confucius

Many people know about the existence of four levels of working maturity of an employee. Let's draw an analogy with S. Covey's time management matrix and plot the psychological attitude along the abscissa axis, and professionalism along the ordinate axis. As a result, we get four squares.

In the first square, as a rule, there are beginners. They are full of enthusiasm, determination, want to learn a lot, or quickly master new skills. But, as specialists, they have a basic baggage of skills and abilities. The formula looks like this: motivated, but not professional.

In the second square, there are employees who have acquired certain skills and experience, but their motivation periodically dissipates, under the influence of the first difficult tasks, due to the mismatch between the requirements voiced at the interview and real work. Formula: not motivated and not professional.

In the third square, the employee becomes a master of his craft, his knowledge, skills and abilities are at a high level. However, unlike the second square, the psychological mood is unstable, minor failures in the performance of tasks can knock out, so the level of motivation fluctuates. Formula: not motivated, but professional.

And finally, in the fourth quadrant, the employee hones his professional skills to a master level, becomes self-confident and is ready to pass on the experience to the younger generation. Formula: motivated and professional.

It is important to assess the level of maturity of each specialist with a clear periodicity and change the style of influence in a timely manner. Let me remind you that for the first square, simple directions, clear instructions and maximum control are enough. In the second quadrant, task setting continues, but an element of justification is needed, this will allow the employee to believe in himself and acquire the necessary knowledge. In the third square, the employee needs support, he expresses his ideas, his thoughts, strives for independence, a positive response from the management is required here. In the fourth quadrant, the employee is an experienced, highly professional, motivated leader who is able to make decisions and take responsibility. And on how much you see a person, in the future your authority, motivation of staff, the face of the company and, most importantly, the implementation of the tasks set will depend. After all, if a person is competent, but not configured to complete the task, the result will be low or negative. And vice versa, if an employee is eager to work, but is not competent, the result will also be low.

Before a meeting or setting plans, you need to determine the level of skills and abilities of the employee for each issue that you are going to cover. In this case, you can use the following formula: "What did the employee successfully cope with within a specific task, working in this organization, over the last period." Deciphering each part of this phrase will tell the leader in which direction to move.

“What the employee successfully coped with” - this part of the phrase tells us general information about the employee’s competence, his knowledge, experience and skills on this issue.

“Within a specific task” - here, the circle shrinks and we are transferred to the area of ​​specific concepts. There is not enough general information in this area, clear and precise indicators are needed.

"Working in this organization" - the specifics of work in different companies may vary. If a person successfully coped with a similar task at a previous job, this does not mean that everything will go smoothly for you. You need personal control of the task, and not shaky recommendations from the old place of work.

“For the last period” - if your subordinate successfully coped with marketing research six months ago, it is not a fact that he will succeed now. Everything is changing very quickly, new technologies, methodologies, business processes. As they say, everything flows, everything changes.

Conventionally, approximately 0-5 successful tasks can be placed in the first square, if the goal was successfully achieved 10-15 times, then this is the second square. With successful work, half a year, when all the nuances and subtleties are known, this is the third square of maturity, everything that is higher is the fourth square.

We figured out the definition of professionalism, but what about the psychological component? Here you can also distinguish 4 degrees of psychological attitude:

1 degree - the employee expresses fear, distrust, aggression, negative emotions (not motivated);

Grade 2 - the employee is in a positive emotional state (weakly motivated);

3rd degree - the employee expresses affection for the company with all his appearance, such words as “our clients”, “our company”, “our common goal” (motivated) are often heard in his speech;

4 degree - the employee radiates contagious calm confidence (highly motivated).

Finally, the most important and interesting. At the beginning of the meeting, it is enough to check the professional state of the employee according to the above formula and for a specific task, and directly at the meeting, observe the psychological state. Having assessed the situation, we select the lowest parameter and determine which style of influence should be applied.

For example: "It is necessary to hold a presentation of a new product (vacuum cleaner)."

We use the prepared formula. The employee knows how to make presentations, knows how to do it, but presented software products. He performed this task at the previous place, six months ago. In personal contact expresses positive emotions, good mood. We get the big picture: the psychological attitude of the employee corresponds to the second degree, we can say that he is poorly motivated and incompetent. Expressed by the formula: not motivated and not professional, therefore, falls into the second square. The person definitely has some knowledge and skills. He just needs to make a couple of presentations with a new product and study it in detail. This will give him more freedom and self-confidence. It would be reasonable to apply a mentoring style of influence.

If your goal is a strong, growing team of professionals, simple leadership is not enough. Situational leadership implies a point effect, an individual approach to each employee, as well as the mutual movement of the boss and subordinate towards each other. The more closely you work with a person, the more specific the results will be.

I am sure that there are many theories for determining the types of employees. Nevertheless, during the period of my experience as a sales manager in the auto business, this one was especially memorable for me.

This is a short introductory article on the topic of situational leadership. I think that we will make a small cycle on the most interesting aspects of this management theory.

I want to clarify the term “Motivation” in advance, in relation to this article, it is NOT only money. This is generally NOT about money.

Any employee can be attributed to one of 4 stages of maturity:

Of course, we all want to have “passionate professionals” employees, but they need to grow for a long time)

Why do you need to know what type the subordinate belongs to? Basically there are 2 major reasons:

• 1.Know how to manage it.
• 2.What tasks to assign.

In this article, I will not dwell on the features of management styles. I’ll just highlight 4 style guides and show which type you should use them for. If this is of interest to anyone, then in the next article I will touch on this in more detail.

All these things are related to the theory of situational leadership. For those who are interested, I recommend to google more complete sources on this topic on the Internet.

In the next article I want to touch upon the types of perception of subordinates in terms of motivation. This is interesting?)

P.S. Well, for industry solutions and improvements to amoCRM, leave a request.

P.S.S. Yes, the site is on Tilda - we like it)

In relations with subordinates, he is always tactful, treats their interests and requests with understanding, and when exercising control over their activities, he focuses not so much on their compliance with formal instructions as on real results. Such a leader considers it his duty to constantly inform the team about the state of affairs and the prospects for the development of the team. With such a system of communication, it is much easier to mobilize subordinates for the implementation of the tasks assigned to them.

The democratic style does not at all complicate the exercise of unity of command and in no way weakens the power of the leader. Rather, on the contrary, his real power and authority increase, since he manages people without brute pressure, relying on their abilities and taking into account their dignity.

under a liberal leader subordinates get the freedom to make decisions and control their own work. In solving problems, the leader takes a minimal part, practically does not give any instructions. The liberal style is characterized by a standard-formal tone, lack of praise and blame, as well as cooperation as such. The leader's position is away from the group.

This leadership style is characterized by a lack of scope in activities, lack of initiative and constant expectation of instructions from above, unwillingness to take responsibility for decisions and their consequences. As a rule, he is very cautious, inconsistent in actions, easily influenced by others, inclined to give in to circumstances and put up with them, and can cancel a previously made decision without serious grounds.

Sometimes the liberal style of leadership is called conniving.

Oddly enough, but in almost half a century of research on leadership styles

no unambiguous relationship between the effectiveness of the group's work and one leadership style or another has been identified: both democratic and authoritarian styles give approximately equal indicators of productivity.

There is a theory in management that the most effective leadership styles depend on the "maturity" of the performers. Depending on the characteristics of the task being performed, individuals and groups exhibit different levels of "maturity". The leader must evaluate this degree of maturity and the appropriate style of behavior.

The following levels of maturity of subordinates and their corresponding leadership styles are distinguished.

1.Low level of maturity: subordinates are unable to complete the task and do not want to take responsibility. Such subordinates require appropriate instructions and strict supervision. The corresponding style is called "order".

2.Average level maturity of subordinates: subordinates want to take responsibility, but they are not yet able to complete the task. The leadership style in this situation is called “suggestion”. Here it is required to achieve from subordinates an understanding of the task, to specifically explain what and how to do. At the same time, the manager must support the desire of subordinates to carry out the task under their own responsibility.

3.Moderately high Degree of maturity: subordinates can complete the task, but are not ready to take responsibility. The style of leadership that corresponds to a given degree of maturity of subordinates is called “participation”. Subordinates do not require any specific instructions. The task of the leader is to increase the motivation and involvement of his subordinates. This is achieved if the leader and subordinates make decisions together. The leader provides assistance, but does not impose instructions.

4.High degree of maturity: subordinates are able to complete the task and want to be held accountable; subordinates are aware of the high degree of their involvement in the task. This is about the transfer of authority. The style is called "Delegation".

Numerous studies of the phenomenon of leadership have been carried out for more than one decade. They show that no management style can be considered better than others in all cases. The personal qualities of the manager, his behavior and relationship with team members are essential components of the success of the organization, but additional factors that determine the very situation of leadership can play a decisive role. This:

The needs and personal qualities of subordinates;

The nature of the task being performed;

Requirements and environmental impacts;

The manager's information;

The official powers of the government.

Depending on the nature of the particular situation, different methods of leadership must be chosen. This means that the leader must be able to behave differently in different situations, it is only necessary to correctly identify the situation that has arisen and be able to use it. As the situation changes, so does the leadership style. It's about adaptive leadership. And the very choice of style and its implementation to a certain extent is an art.

1) the production situation requires it;

2) staff voluntarily and willingly agree to authoritarian methods of leadership.

Advantages:

Provides clarity and efficiency of management;

Creates a visible unity of management actions to achieve the goals;

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

Does not require special material costs;

In "young", newly created enterprises, it allows them to more successfully cope with the difficulties of formation.

Flaws:

Suppression of initiative, creative potential of performers;

Lack of effective labor incentives;

Cumbersome control system;

In large organizations

Bureaucracy of the administrative apparatus;

Low satisfaction of performers with their work;

A high degree of dependence of the group on the strong-willed constant pressure of the leader.

Democratic style: advantages:

Stimulation of initiative, disclosure of the creative potential of performers;

Innovative, non-standard problem solving;

Use of material and contractual labor incentives;

Psychological mechanisms of labor motivation;

Job satisfaction;

Favorable psychological climate in the team.

However, the democratic style of leadership is not acceptable under all conditions. As a rule, it works successfully under the following conditions:

Stable, well-established team;

Highly qualified employees;

Availability of active, enterprising, out-of-the-box thinking employees;

Not extreme working conditions;

Possibility of implementation of significant material costs.

Such conditions are by no means always present, and besides, these are precisely the conditions that make the application of a democratic style only possible. Turning this possibility into reality is also not an easy task.

The abilities of a leader are certain psychological characteristics of a person, which are a condition for a leader to achieve high results in cooperation with subordinates.

Communication skills occupy a leading place in the system of managerial abilities.

They represent a complex structure that consists of perceptual processes that are characterized by a high level of observation. An important role is played by empathy, that is, understanding the mental states of a subordinate, empathy with his feelings and emotions. This enables the manager to find the right individual approach to his employee.

Such an important thing as the attention of a leader to a subordinate is also based on this ability.

Communication skills also include:

the need for social interaction;

the need for communication;

in the pursuit of creativity;

in the pursuit of mastering knowledge, skills and abilities in work;

commitment to protecting the interests of subordinates;

taking care of their daily needs;

the desire to rationally organize the process of activity and education;

the desire to achieve the level of organization of a close-knit team.

Design Ability enable the manager to correctly build a work plan, conduct calculations, build schedules for existing and future production processes, and create new original projects.

Design ability enable the manager to approach the production process from the standpoint of the rational expediency of each movement of thought and action, and the economy of the entire process.

Organizational skills expressed in streamlining, streamlining, achieving the unity of the production process. The leader not only organizes the activities of his group, but also gives it a certain direction, substantiates the goal, gives subordinates the correct value orientation.

But, each applicant for a leadership position, in addition to the above abilities, must also satisfy certain moral and psychological requirements , namely:

honesty and decency, truthfulness and sincerity, modesty and simplicity, high demands on oneself and others, incorruptibility and adherence to principles;

developed sense of duty and responsibility, intolerance to shortcomings;

justice and benevolence, respect for subordinates;

impartiality (unbiased attitude) in dealing with them;

an objective assessment of the performance of the entire team and individual employees, recognition of the success of others;

lack of pettiness and captiousness in controlling their activities;

the ability under all conditions to remain self-possessed, patient and polite, reasonable, not to lose the ability to make reasonable decisions and, under unfavorable circumstances, to show a penchant for humor, which helps in communicating with people.

Control questions:

What is a team?

What is the structure of the team.

Explain the terms "leader", "manager". Are they identical?

What relationships are present in the team and what do they depend on?

What requirements must a candidate for a managerial position meet? in the literal sense of the word - science ... in a social group, i.e. in Group Psychology and teamAbstract >> Psychology

G.M. Social psychology, -M.: Moscow University Publishing House, 1980. 2. Dontsov A.I. Psychology team, -M .: Publishing house ... 4. Petrovsky V.V., Shpalinsky V.V. Social psychology team, Textbook for students of pedagogical...

1. Psychology small groups (2)

   Test work >> Psychology

   Special section of social psychology– study of group dynamics within the framework of psychology team. personality in the group. Two ... K., 2005). System approach in research psychology small groups and teams involves the analysis of the diversity of relationships ...

Leadership is the activity of managing the joint work of people, personal influence on the behavior of subordinates to achieve the set goals and is based on official instructions, personal example and mutual respect.

The guide includes:

1) setting goals,

2) coordination,

3) work to create a team of motivation.

Forms of leadership:

a) power

b) personal influence.

Power is the ability and ability to influence and determine the actions of other people, may refer to one person or group or organization. This is the potential that its user has. Power exists not only when it is exercised. Power can exist without the use of certain tools. Power is always a function of interdependence, the more one person depends on another, the more power the other has. The leader has power over subordinates - salary, promotions, but it can also be vice versa. the head depends on subordinates - obtaining the necessary information, establishing contacts. That. any leader must maintain a balance of power, i.e. power should be sufficient to achieve the goals and should not cause a negative effect on subordinates. Thus, in order to lead, it is necessary to influence, and in order to influence, it is necessary to have a basis of power. The basis of any power is the ability to influence the satisfaction of the needs of other people.

Power happens: formal - the power of the position, it is determined by the official place of the possession of power in the organizational structure without regard to his personal qualities, measured by the number of subordinates or the amount of material resources that this person can dispose of; real - the power of position and authority, is determined by the place in the official and unofficial system, measured by the number of subordinates who are ready to voluntarily submit to this person. The boundaries of formal and informal power rarely coincide. The amount of real power is always constant.

Power exists in the form of several types: the power of coercion, competence, authority, official position, information. The power of coercion is the inducement of workers to work against their will. Under this power, subordinates obey the leader as a result of fear of various official sanctions. To any manager of an enterprise, the organization gives the power of coercion. Tools - remarks, reprimands, fines, dismissals. Power based on legislative coercion is called administrative power. The power of coercion can lead to employee turnover, and this power requires constant control over subordinates. Power competence - any manager acts as the most competent specialist. Competence is perceived by subordinates as a form of power. This power is less stable and acquired more slowly. The negative consequence is that when making a group decision, subordinates can accept the point of view of their leader and not express their opinion. The power of authority - the leader may lack information. The power of official position - the higher the position, the more power, this form of power has an impersonal character. Power - a form of power based on the ability of management to access the necessary and important information.

The power leaders should use depends on the degree of maturity of the group. Group maturity is the ability of the group to take responsibility for their behavior and willingness to do the work they have received.

All groups are divided into 4 types:

1) a low level of maturity - the group is both unwilling and unable to perform the assigned work,

2) with a transitional degree of maturity - the group perceives, but is not able to perform a specific task, it is advisable to use the power of official position + the power of coercion,

3) the average level of maturity - the group perceives and is partially able to perform a specific task, for such a group the power of official position, the power of authority,

4) a high level of maturity - the group is both able and willing to perform the assigned work, the power of competence and the power of information are applied.

Sincerely, Young Analyst