Qualities of a school leader briefly. The most important functions of the leader

What leadership skills are of greatest interest to companies? What has changed in this set over the past decade, and what will change in the next? To find out, in 2010 I surveyed five of the world's most famous executive recruiting companies. Experienced HR consultants interview hundreds, if not thousands, of applicants, evaluate their leadership skills, track their clients' careers over the years, and often help them move to the next and third position. They also observe how these executives negotiate, which contract clauses are most important to them, and why they decide to change companies (read the April issue of HBR's "The Executive: Person and Function").

As a result, it was possible to identify seven skills or character traits that are most valued by companies:

Leadership assignments. This quality is considered absolutely necessary for all senior managers, not just for the CEO. One human resources specialist described the search for the head of the information department as follows: “Before, special knowledge would come first, but now they are paying more attention to leadership skills than to technical ones.” What kind of leadership is required - experts disagreed on this issue, who called it “inspiring leadership”, who called it “non-authoritarian leadership corresponding to modern leadership talents”, “responsible” leadership, “leadership as a combination of sincerity, respect for others and the ability to build trust in the team” , there was also a variant of "strategic leadership". Ethical leadership was mentioned. Some experts noted that the type of leadership is determined by the needs of a particular company. “If a firm is growing rapidly, exploring new horizons or strategies, it needs a visionary leader,” answered one of the respondents. Another elaborated: “Responsible leadership is the ability to take an organization as a whole or some of its functions to new heights.” There have also been predictions: for example, that in 2020 companies will look for “the same [same qualities as in 2010] and even more value the ‘irreducible’ qualities of a leader and the experience of rescuing businesses in difficult times.”
Strategic thinking and leadership. Often referred to as "strategic foresight", the ability to think strategically and globally. One consultant highlighted the ability to "set strategic direction", another identified strategic thinking with "integrated leadership". It was also emphasized that strategic thinking also implies the ability to realize a vision or dream (one respondent called this quality "executive savvy", another - "high standard of work"). One HR specialist recalled that strategic thinking is a relatively new requirement for senior managers, and the second confirmed that interest in this quality flared up relatively recently: in the last decade, in 2000-2010.
Technical and technological skills. In third place among the most sought-after qualities of a senior manager, technical skills are mentioned, in particular, full knowledge in the specific area that is in their competence - for example, in the field of law, finance or IT. In particular, respondents singled out technical and technological literacy. “A top manager needs to understand what role technology plays in their organization and how to apply it,” said one specialist. Others insisted on financial knowledge and skills "specific to the industry." Contrary to popular belief, the importance of many technical skills is not declining, but, on the contrary, is increasing.
Ability to build relationships and build a team. Many consultants look for qualities in applicants that contribute to the organization of an ideal team: the ability to not only gather, but also lead people so that the team works smoothly. “A world-class leader must put together a team that is exceptionally strong in terms of leadership and lead it further. No one wins alone,” warned one of the respondents, while another added that a modern leader should “be guided not by his own interests, but by the development of the team.” “Bosses don’t sit in offices anymore,” said one consultant, they should become “team-oriented, constantly multi-task, lead without rank or regalia, endure stress, take care that subordinates do not burn out, all with a big smile on your face, in a shared and open office." Another respondent described the modern company as a whole as a well-coordinated team, and called the main responsibility of the leader “to lead and develop its team, starting from the senior level, and ending with the “rank and file””.
Ability to present and communicate. All experts agreed that the ideal leader should have the gift of persuasion and the ability to present himself and his ideas: “the intellectual ability to communicate with the widest range of stakeholders,” as one of my interlocutors put it. The task is not easy, because now there are much more interested people than before. It takes a great deal of flexibility of mind and style to persuade a wide variety of audiences, both knowledgeable and uninformed, inside and outside the company, friendly or skeptical. Some experts believe that the best applicant should be ready to serve on the board of directors, others emphasized the ability to "influence the development of the business and the work of the client department" or increase the "value of the organization" as such. Also, senior managers must maintain good relationships outside the company. “The ability to present oneself has become a key to success,” one of the respondents argues, “and in the future its importance will only increase, as the media, state bodies, employees, stockholders, and legislators are interested in the life of big business.” There was also a warning: leaders would "speak to an unyielding audience." And finally, senior managers must be receptive to new information and be able to analyze it.
Change management. There is a growing demand for the ability to manage change, a quality that, until recently, was not recognized or valued as such. Human resources specialists noted that they are increasingly tasked with finding a candidate who would be an “engine of change”, who could bring about “transformation or reform”, who would rally the team for “decisive change”. One thoughtful consultant said that “managing change” in this role usually refers not so much to a willingness to make radical, company-wide reforms as to the ability to constantly live in a fluid and transitional state. “A leader must be an 'agent of change',” he explained. “It must be set up for continuous improvement, constant networking, process and systems development, commercial relationship improvement, market share growth, leadership development.” Another consultant opined that a company looking for a change agent often prefers an outsider because they "bring new skills and a new mindset that will lead to significant positive change and growth."
Honesty. Of course, honesty is not a special skill, but the reputation of a person who always observes ethical standards is valued, according to the experts we interviewed, very, very highly. One of them even said that "ethics beyond doubt" is required. Another recalled that earlier this was not emphasized, but now the issue of reputation has come to the fore”: “Personal honesty, ethical standards ... have become much more important, because information has become distributed much faster.” Another comment: "Organizations test the 'eligibility' of candidates for leadership positions from the point of view of investors, legislators and government agencies."

We also asked recruiters what they think has changed in this range of managerial skills and what changes they envision. In the responses, the global approach and experience of international work came to the fore. Another interesting observation: the cult of stars is a thing of the past. Now it is more important to be a team player, to play with others - and over time this will become increasingly important. Team skills and change management shared second place among leadership qualities valued today but neglected ten years ago. One consultant illustrated his point with a real-life example: “Recently, I was assigned to recruit a manager for a branch of an international company. The previous one was fired because he was considered too authoritarian, he did not provide his team with opportunities for growth. The managers filed a complaint with the management, and a decision was made to replace it.”

Many consultants say that technical skills, which were previously sought after in the first place, are still important, but have become only a starting requirement that has become standard: as the arsenal of skills needed by the leader has expanded, so have the scope of mandatory requirements and wishes. But it is unlikely that a manager who neglects technical knowledge has a chance to slip: in a rapidly changing world economy, outdated information pushes to wrong strategic decisions and waste of resources.

What skills do you consider important for leaders now and what skills will they need in 2020? How do you prepare to be the best candidate for a leadership position ten years from now?

Methodology

In search of answers to these questions, we interviewed several dozen employees from the five largest recruiting agencies in the world. 57% of the group were men and 43% women. They were engaged in different market sectors, including: industry (28%), finance (19%), consumer goods (13%), technology (11%), corporate governance (6%), organizational practices (6%), education and social programs (4%), biology and medicine (4%). These consultants have worked in 19 countries in all regions of the world, including North America (34%), Europe (28%), Asia (26% including India), Australia and New Zealand (6%), Africa (4% ) and in South America (2%).

A leader is a person in charge of general management of a group of employees. Ensures the execution of work, plans and coordinates the work of the group for the development of certain types of work and controls the implementation of the established tasks by each performer. As a rule, the position of the head of the group is assigned to "persons with higher education, having work experience in their specialty and in leadership positions for at least five years" .

Managers must have certain qualities, knowledge and skills that meet the tasks, nature and content of their work.

There are such professional requirements as:

1. Understanding people. Psychological intuition - the ability to understand the mental properties and state of the individual. Psychological tact is the ability to find the right form of communication. Sociability, understood as the ability to maintain contacts and connections.

2. Qualities of a leader. The ability to understand, express and defend the interests of people. Willingness to take responsibility. The ability of a leader to informally influence others.

3. Knowledge of the basics of modern management and the ability to apply them in practice. Good choice of leadership style. Effective motivation. Ability to organize preparation and decision making.

4. Competence. Knowledge of special issues determined by the profile and specifics of the organization. Knowledge of labor law principles.

5. The ability of the leader to foresee the development of events.

6. Ability to set goals.

7. The ability of the leader (manager) to organize interactions and establish optimal control.

Professionally important personality traits of a leader are personal characteristics that ensure maximum efficiency and success of a leader in the field of managerial activity. The problem of determining a universal set of professionally important qualities and requirements that a modern leader of any managerial rank must meet is very relevant, since its study will significantly increase the efficiency of diagnosing and predicting the optimal structure of the manager's personality.

The professionally important qualities of a leader are considered at three levels:

1. at the level of activity tasks;

2. at the behavioral level;

3. at the level of personality traits.

Based on the managerial activity of the head, the following professionally important qualities can be distinguished.

Propensity for organizational activity. The propensity for organizational activity is considered as a "nutrient soil" that provides a "high tone" of organizational instinct and emotional-volitional influence on team members. The organizational skills of a leader are a complex structure of personal education that allows you to quickly and effectively solve the problems of managing subordinates. It includes the creative potential of the leader, his intellectual and communicative features, emotional and volitional characteristics, pedagogical capabilities, and is also determined by such character traits as energy and optimism.

Consider the intellectual characteristics of the leader.

Practical intelligence is the ability of a person to think critically and logically; the ability to quickly, flexibly and effectively use their knowledge and experience in solving practical problems. This is a necessary quality, but not sufficient. The effectiveness of managerial work equally depends both on the ability to work with information and on the ability to communicate with people. Thus, persons with a technical or natural science education, as a rule, have developed analytical thinking, but they are much more likely than humanities managers to experience difficulties in solving managerial problems. Therefore, such a quality as social intelligence is no less important.

Social intelligence is the ability to understand and correctly interpret the feelings of other people, to put oneself in the place of another, to know what can be demanded from a particular person and what is not. This is the ability to behave according to the situation, to create, through communication, an atmosphere that is most conducive to the success of the business. Without this quality, it is very difficult for a leader to create an appropriate climate in the team that contributes to the economic success of the organization. The direct relationship between the success of managerial activity and the intelligence of the leader seems at first glance obvious and self-evident. It is this representation, which is in fact illusory, very for a long time actually blocked not only research in this area, but also the very formulation of the question of the relationship between intelligence and the effectiveness of managerial activity. And only in the early 60s. the main and initial pattern was established that connects these two most generalized phenomena - intelligence and the effectiveness of managerial activity. The American psychologist E. Ghiselli discovered that there is not a direct, but a curvilinear relationship between them. This means that the most successful activities are characterized by leaders who have not low and not very high intelligence, but some optimal degree of its severity.

Figure 1.1 - Dependence of the effectiveness of managerial activity on the level of intelligence

The connection of intelligence with the effectiveness of managerial activity is not direct, but multiple mediated. In addition to intelligence, the effectiveness of activity is influenced - and often more strongly - by many other reasons. Intelligence itself also influences activity through many intermediate variables. Among them, the authors include the level of motivation of the leader, his individual experience, relations with higher authorities, relations with the controlled group.

Obviously, a leader must be able to get along with people and show interest and desire for cooperation. He is required to be able to organize the work of his subordinates in accordance with the goals of the organization. He needs to understand the motives of people's behavior, as well as to know the factors underlying the behavior of the team. However, the specificity of the set of professionally important qualities of a leader depends on the type of his professional activity and on the leadership style.

Leadership style is a system of methods of activity typical for a leader used in working with people. The leadership style is also manifested in the manner of the leader to lead, listen to other people, and in the way he organizes the preparation, adoption and implementation of decisions. It can be judged by how the personal workplace of the leader and the work of the team being led are organized.

Leadership style is predetermined by the characteristics of the organization, the existing way of doing business, the position of top management, the prevailing value system and the type of culture. The leadership style is influenced by the human and business qualities of leaders (knowledge, energy, common sense, ability to innovate, habits, speech patterns, gestures, facial expressions).

The formation of leadership style is determined by objective and subjective factors.

Objective factors do not depend on the leader and, as a rule, are taken into account by him in his activities. These include the leadership style of the superior leader and his health, age, educational, socio-psychological characteristics of the team, the features of the tasks being solved. Subjective factors include factors that depend on the personality of the leader. These are his human and business qualities, knowledge and skills of managerial activity, demeanor.

In the psychology of management, the following main leadership styles are distinguished: authoritarian, democratic and liberal.

The authoritarian (directive) leadership style is characterized by the centralization of power in the hands of one leader. He single-handedly makes decisions, strictly regulates all the activities of subordinates, not giving them the opportunity to take the initiative. Subordinates should only do what they are ordered, while they receive the minimum necessary information. Control over their activities is entirely based on the power of the leader, who is usually focused on solving purely official tasks, does not trust subordinates, and suppresses any criticism addressed to him.

A leader who adheres to a democratic style decentralizes his managerial power. he consults with subordinates who also take part in decision-making and receive enough information to have an idea of the prospects for their work. The delegation of functions and powers to subordinates is practiced. The initiative on their part is stimulated in every possible way. The activities of subordinates are controlled not only by the leader, but also by activists.

Liberal (permissive) leadership style is characterized by minimal interference of the leader in the activities of subordinates. The manager acts as an intermediary in the implementation of contacts, providing his subordinates with the information and materials necessary to complete the work. Usually, he lets things take their course, acts only when they put pressure on him - either from above or from below. Conservative. Never criticizes superiors, convenient as a subordinate. Inclined to influence persuasion, establishing personal contacts. He listens to criticism, agrees with it, but does nothing. As a rule, one or two people are nominated from among the subordinates, who actually manage the group and save the case. In some situations (creative periods in the work of the group), this style may be optimal, for a short time.

I would also like to note that the motivational and volitional qualities of the leader play an important role. The motivational-volitional sphere includes needs, interests, goals, motives, which are always realized only thanks to the volitional component. Will is the ability of a person to achieve his goals. Will is a conscious regulation by a person of his actions and deeds that require overcoming internal and external difficulties. Volitional regulation of human behavior is determined by the conditions in which he lives and works. Will is not an isolated property of the human psyche, and therefore is considered in conjunction with other aspects of consciousness.

1. Striving for success (orientation towards achievement, desire to possess, determination, self-confidence);

2. Caution (conscientiousness, attention, decency, honesty, accuracy, recognition from others);

3. Self-determination (freedom, self-determination, openness);

4. Social competence (competence, talkativeness, sociability, readiness for discussion, power of persuasion, charm, friendly attitude towards the organization, confident demeanor).

To determine the motives and life goals of the leader, it is proposed to use a technique - a personal questionnaire, which was proposed by I. G. Senin in 1991 and is intended for diagnosing the life goals (terminal values) of a person.

Thus, PVK is a complex and internally differentiated systemic formation that determines the success of the development and performance of labor activity. Each activity requires a certain set of professionally important qualities.

Personal and business qualities of the leader. Leadership style

1. Introduction.

2. Personal qualities of the leader.

3. Business qualities of the leader.

4. Errors in management.

5. Leadership style.

6. Types of psychological barriers to innovation.

7. Conclusion.

1. Introduction

Management of a firm, organization, institution, its division, a group of employees is, first of all, work with people, with each person individually. Therefore, in order to achieve success, you need to learn how to make everyone with whom you have to work, firstly, imbued with you, secondly, be convinced that you are right, and thirdly, make every effort for the success of the common cause.

Leadership qualities can be roughly 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 (psychological) 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.

2. Personal qualities of the leader

One of the main personal (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 assess 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 communication 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.

A list of qualities of a good leader, compiled according to the results of foreign studies.

good leader

1. Can establish and maintain relationships with peers.

2. Capable of being a leader.

3. Able to build a communication system in the organization, receive reliable information and evaluate it effectively.

4. Has the ability to make non-standard managerial decisions in conditions where alternative courses of action are unclear or doubtful.

5. Able to find the best solution in a limited time.

6. Can take reasonable risks and innovate in the organization.

7. Has a penchant for introspection, understands the role of a leader in an organization, knows how to see what impact he has on the organization.

8. Has a high resistance to frustration (a condition that occurs in a person when faced with obstacles that he subjectively perceives as insurmountable), cold-blooded.

9. Encourages the participation of team members in the discussion of problems, is able to abandon his point of view if he proves that it is not optimal.

10. Discusses his qualities, accepting comments, but at the same time maintains self-confidence.

11. With restraint refers to victories and defeats.

12. Can emerge as a loser without feeling defeated and take on new challenges.

13. Able to maintain a high level of effort, energetic.

14. Competent in specific management problems.

15. Translates his ideas into a language that people can understand.

16. Expresses only constructive criticism to subordinates, trying to help them to better express themselves professionally.

17. Makes it clear to people that he basically supports what is respected in the team.

18. Makes efforts to protect the personal dignity of his subordinates, severely suppresses any attempts to inflict moral and psychological trauma on them.

19. Provides subordinates with as much freedom as possible for official actions, while allowing compromises, but without showing unscrupulousness.

20. Able to arouse affection.

21. Focuses attention on the set priority goals, evaluates subordinates according to their contribution to their implementation.

22. Serves as an example in the efficient use of working time, shares with his colleagues rational methods for achieving this.

23. Can clearly, accurately, briefly express his thoughts in words.

24. Able to see changes both inside and outside the organization.

25. Ready to start the process of innovation, manage it and use it for the benefit of the organization.

26. Able to bear responsibility for the task assigned.

27. Open to communication with all subordinates. Attentive to their business proposals. Expresses gratitude for this in various forms.

28. Constantly engaged in identifying "stars" in his environment. Works out the technology of individual work, focused on their active inclusion in management activities. From the "stars" forms a personnel reserve for promotion.

29. Carefully thinks over the work to create conditions for the professional development of subordinates, providing conditions for their career. For him, the priority is the encouragement of everyone for the business ambition shown in the performance of official duties.

30. Able to resolve conflicts, act as an intermediary between the conflicting parties, resolve the troubles generated by psychological stress. But he is in no hurry to get involved in resolving interpersonal conflicts that arise in departments. They are engaged in by his functional assistants and the "stars" of the team. The leader himself acts as an arbitrator or a person who puts an end to the conflict based on the results of his proceedings. Teaches lower-level managers how to resolve conflicts, helping them gain professional experience in building healthy relationships in their teams.

The professionalism of a leader is a constantly self-increasing value. It is intended to be an example of increasing the level of their theoretical knowledge and practical skills, general cultural growth. It is extremely important to systematically demonstrate to him a good command of the technology of intellectual self-expression in the development of managerial decisions.

Depending on the managerial situation, the leader has to perform a variety of "roles", which are determined by his position in the organization. There are many such roles.

1. Administrator (oversees the execution).

2. Planner (develops methods and means by which others achieve the goal).

3. Politician (sets goals and line of conduct in a group, organization).

4. Expert (a person who is referred to as a source of reliable information or as a qualified specialist).

5. Representative (of the team in the external environment).

6. Regulator (of relations within a group, organization).

7. Source (of ideas, information, rewards and punishments).

8. Judge (and also a peacemaker).

9. Symbol (example, face of the team).

10. Dictator (a person who cancels individual responsibility: "All claims against me, act on my behalf", "pass what I ordered."

11. Senior comrade (to whom they turn for help).

12. "Scapegoat" (the person who is responsible for everything in case of failure).

The allocated roles are, in essence, a set of those skills that a strong leader should have.

There is also a list of signs of a weak leader.

Weak leader

1. Always faces unforeseen circumstances, as he is not able to predict them, feel their approach and prepare for them.

2. I am convinced that he knows the business and owns it better than anyone, so he tries to do everything himself.

3. Busy with details, involved in all matters, which is why he constantly lacks time. He receives visitors, holding a telephone receiver in one hand, and signing an order with the other and at the same time advising an employee standing at the desk.

4. Fills up the desk with papers. Moreover, it is completely incomprehensible which of them are important, which are urgent, and which are not needed at all.

5. Works 10-14 hours a day, even at night. Stays up late in the office.

6. Always walks with a briefcase in which he carries unread papers from work - home, from home - to work.

7. He tries to postpone the decision until tomorrow: after all, the issue can be resolved by himself or someone else will decide it.

8. Never solves anything to the end, the burden of unresolved issues lies on his shoulders, puts pressure on the psyche.

9. He sees everything as white or black, for him there are no shades, halftones, nuances.

10. Tends to "make an elephant out of a fly." He attaches too much importance to random, unimportant details, is not able to distinguish the main from the secondary.

11. Tries to make the best decision instead of making the feasible one.

12. Familiar with subordinates: patting on the shoulder or hugging the waist, trying to gain a reputation as a good leader.

13. Ready for any compromise in order to avoid responsibility, inclined to shift the blame for his mistakes to others.

14. Works on the principle of "open doors", anyone who wants, when he wants and for any reason comes to his office.

15. When a team is awarded a prize or an award, it is first on the list, and takes a place in the first row on the presidium.

3. Business qualities of leaders

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).

What exactly are business qualities?

A business leader must:

Be able to conduct a qualified analysis of the situation and deal with complex situations;

Accurately perceive the instructions of higher leaders;

Develop alternative solutions with the subsequent selection of the most effective;

Timely determine the content of the actions required to resolve emerging problems;

Clearly set tasks for subordinates and exercise effective control over their implementation;

Show will and perseverance in overcoming difficulties;

Remain self-critical in evaluating performance.

Business qualities are an extremely complex category. Without going into their detailed analysis, we only note that they are a symbiosis (cohabitation, assistance to 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 a finding of possible ways and means to achieve the intended goals.

The leader, apparently, cannot be equally competent on all issues in which he takes part, and there is nothing compromising in this. However, the leader cannot do without a certain amount of professional knowledge sufficient for a clear understanding of the goals, for the perception of new ideas, for a qualified investigation in emerging situations and for making informed decisions on them.

An incompetent leader who does not understand the business inevitably finds himself in a humiliating dependence on his environment.

He is forced to assess the situation on the prompts of his subordinates or superiors.

He, as a rule, finds it difficult to express weighty judgments, take active actions, give useful advice on special issues.

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In order to really correspond to the position of a leader, a person must have a number of qualities that would make him an important person in the eyes of his subordinates. After all, how the boss behaves and what features of character and behavior he has, directly determines the relationship with the team. In this article, we will consider the personal qualities of a leader, what they should be.

What qualities should a leader have?

Let's start with the fact that any leader should know his job perfectly. He is obliged to clearly understand the whole essence of the activities of the enterprise or organization, which he manages. This is an important criterion that allows you to be aware of all the events and thus not be in an awkward situation. This feature, of course, is more related to professional qualities, but nevertheless it is determined by the personality as a whole.

It is very important that the leader possess such qualities as fairness and objectivity. Since in teams, among subordinates, controversial issues often arise, which often turn into conflicts and thereby reduce the quality of work. The role of the leader in this case should be such that, without prejudice to anyone's interests, to return order to the team, while fairly punishing or encouraging subordinates.

Responsiveness

Responsiveness and understanding are the qualities that will help maintain authority among subordinates. Of course, the role of the leader is the organization and control of the work process, in the first place. But, it will not be superfluous to be interested in the lives of people who work nearby. Not every leader can respond to any requests (adequate), often such topics are ignored if they are not directly related to the work. But this is not correct, because such a “cold” attitude will be accompanied by misunderstanding and disrespect.

Any leader must have organizational skills. This should be shown at all stages of work. Purposefulness and the desire to go to the end in achieving the goal are also necessary traits that will be useful to a good leader. For good work to be done, it is necessary to be able to create a friendly atmosphere in the team, and this is not an easy task, but it is within the power of a demanding and tactful person.

Of course, a person who does not have leadership qualities is unlikely to ever become a leader. At the same time, a person should be a leader not only in the company of acquaintances, but also among those who still do not know anything about him. Only such a leader will be able to fully organize the work and reasonably manage the workers, while solving all issues without much difficulty.

Literacy

The leader must have a well-delivered, competent speech. The ability to correctly present and present information is very important. Any authority will fall to the level of "0" if the person holding the post of leader, to the question posed, for example, begins to answer quietly, indistinctly, or even evade the answer. The leader should not be afraid of public speaking, be able to express his thoughts in such a way that they are accessible and understandable to everyone.

The hallmark of a true leader should be efficiency. No one argues that this quality should be inherent in all employees, but the leader must work harder than anyone else.

In order for the team to have discipline, the leader must be disciplined himself. This is the only way to achieve a response from subordinates.

If a person by nature is not able to complete what he has begun, or if he falls into depression at the first “defeat”, then his place is not in leadership positions. The person standing "at the helm" is simply obliged to achieve the goals set, while being guided by the interests of the enterprise.

High self-esteem should be inherent in the leader. This is not about some selfish worldview. A person should objectively evaluate his professional qualities and be proud of them, set an example. Of course, these qualities must be present in the working process, and not only in the head of a person. Since self-doubt never brought any benefit, much less success in anything.

What else would you like to say about the personal qualities of a leader? And the fact that everything else he must be an optimist. Yes Yes! It is important. Belief in yourself, in people who work for the benefit of the enterprise - plays a huge role in the prosperity of business.

Conclusion

Nobody says that being a leader is easy. But, if such a share has already fallen, then you need to strive to correspond to this status. At the same time, something to learn, something to correct in their qualities.

The success of the entire enterprise directly depends on who is at the head. Education, level of professionalism, work experience are important indicators, but without the right personal qualities, they do not play any role.

The success of an enterprise largely depends on who is at the head of it. A qualified leader will help promote the business through the proper organization of the work of his subordinates.

Being a good leader is not easy. A person who has a leadership position must combine various qualities of a professional and personal plan.

Leadership qualities that lead to success

The main qualities of a leader are divided into three groups:

1. Professional qualities. This group includes qualities that characterize a person as a competent specialist. These qualities are the basis that allows a person to perform leadership activities. This group includes:

education, work experience, competence, knowledge of one's own and related fields of activity;
related skills: knowledge of foreign languages, ability, possession of computer skills.

In general, this group includes the skills that are usually indicated in the resume.

2. Personal qualities of the leader. This group includes the qualities that every employee should possess:

honesty;
responsibility;
psychological health;
balance, the ability to control oneself;
responsiveness, benevolent attitude towards others.
In addition, this also includes such personal qualities that not everyone has, but which a leader must possess:
optimistic outlook on life;
self confidence;
communication skills and desire to communicate;
stress resistance;
charisma;
interest in people;
organization;
purposefulness and ambition;
justice.

3. Business qualities of the leader. This includes skills in organizing the labor process, self-organization and managerial qualities of the leader:

ability to plan their activities, knowledge of time management;
desire for self-improvement;
critical perception and the ability to rethink situations and the surrounding reality;
erudition;
the ability to teach others;
openness to everything new, the ability to look for new forms and methods of work;
skill to work in team;
the ability to support and ignite people with a new idea;
the ability to create a work team with a favorable psychological atmosphere for work;
the ability to manage people, the desire to lead people, to achieve goals together;
the ability to distribute attention, keep tasks of different directions in the head;
logical and critical thinking;
initiative;
efficiency in solving emerging issues;
the ability to identify primary goals and objectives;
desire to succeed at any cost.

5 Qualities of an Ideal Leader

The qualities of an ideal leader will differ depending on which leadership level we are talking about. For example, a lower-level manager must be a good organizer, and a senior manager must be a strategist. In general, these are the main qualities of an excellent leader.