You are a successful leader and a competent manager, your team works as a single whole, one for all, and all for one. Sure? Or maybe the team is not following you, but following what in psychology is called an informal leader?
Roosevelt also said: “The leader leads, but the boss controls.” Let's try to figure out if this is so and understand who an informal leader (IL) is, how to identify him, what informal leaders are like and how to cooperate with them.
There are often cases when informal leadership gives rise to endless squabbles, conflicts and the stratification of the team into warring factions. The tug of war between the manager and the informal leader can seriously affect labor productivity and the psychological climate in the team.
Who is an informal leader
In order not to dive into complex psychological terms, let us explain simply. The boss is appointed to a leadership position. An informal leader can be either a junior specialist or a middle manager.
The main thing here is not the position, but a set of personal qualities, life experience and authority.
There are leading players in all areas of activity. After all, each team is a mini-society. And society needs to follow someone. And in this situation, the authority of the individual is stronger than the authority of the position. It is important for every manager to know and understand how to cooperate and generally coexist with IP.
First, determine who it is.
How to identify an informal leader
The most accurate way to determine NL is a sociometric test. Do you remember how psychologists did similar things in schools? If it is not possible to invite a specialist and conduct testing, then analyze it yourself:
- with whom employees communicate most often on non-work issues;
- who to turn to for professional advice;
- who voices the reasons for discontent in the team;
- who brings new proposals and ideas.
Surely, when drawing up plans and discussing innovations, one of the subordinates expressed a common opinion, asked questions more often than others, or acted as an instigator. Take a closer look at this person and his behavior with colleagues.
There are two styles: constructive and destructive. In the first case, the informal leader generates ideas, organizes the work process and motivates colleagues; in the second, he causes discord and creates conflict situations.
It is important to establish partnerships with constructive ones, because their activities benefit both the department and the business. It’s more difficult with the destructive, but its energy can also be controlled. The main thing is to recognize the true motives of leadership: the desire for power, the desire for self-realization. Once you understand what motivates this employee, you will know what to do.
6 types of informal leaders
A competent leader knows how to manage subordinates and build trusting relationships with various informal leaders. The description below will help you correctly identify IP and understand how to act.
1. Innovator
Emotional and creative. His ideas are original. This informal person is able to give a boost of energy to the team and shift stereotypical approaches towards innovation. If he does not find support or faces criticism, he quickly gives up, like any creative person.
How to use it
- Consult him when your business needs a breath of fresh air. The team is ready to follow innovators and bring their ideas to life. Perhaps behind such innovations there will be another round of success for the company.
- This type gets satisfaction from finding and implementing new things. Every brainstorming session in your team should take place with the participation, or better yet, under the leadership of an innovator.
- Emotional outbursts in this person’s behavior will help expose problems in the team. Use this signal to resolve troubles in a timely manner and neutralize discontent among subordinates.
2. Coordinator
Busy and organized. Ready to plan work and clearly coordinate processes. He has reasoned answers to all questions, so he enjoys great authority in the team. And some may even be afraid of the dry nature of the coordinator.
How to use it
- Entrust a business leader with organizational work - he will be happy to do it.
- Make the coordinator your right hand. You can safely entrust some of your supervisory responsibilities to this type. Legalize his power by promoting him and making him a partner.
- Use the authority of the coordinator to earn a couple of points in the eyes of employees and for yourself. He can be your voice or an evangelist for unpopular decisions.
3. Cardinal Gray
Lives in the shadow of his boss. But at the same time, he knows everything: who has deadlines, who recently quarreled with their husband (or wife), and who is looking for a new job. But the cardinal does not collect this information for gossip in the smoking room.
How to use it
- Find out useful information to keep abreast of internal processes in the team.
- Be careful: gray cardinals influence the boss himself. Therefore, subject even competent advice to analysis.
- Respect the eminence grise and let him feel it. Then he won't play against you.
- The Cardinal will never take responsibility for the decisions you make. Even if he influenced it.
4. Revolutionary
Rebel and critic. The one who stands at the head of the mood of discontent in the team. He doesn't like anything. The revolutionary states what is wrong, but does not suggest how to fix it. This type can cause conflicts and the formation of warring factions.
How to use it
- Invite the revolutionary to solve the problem, and not just shake the air. This will most likely confuse him. And it will help those team members who follow him to understand that the NL is strong only in words.
- Channel the violent energy of a revolutionary into social activities.
- Assign additional projects or transfer to another department where contact with colleagues is minimal.
- If these steps do not help, and the conflicts continue, there is only one way out - to introduce fines or fire the rebel.
5. Veselchak
These people are called “the life of the party.” The team follows him because he is charming and it’s not boring to be with him. Under easy and relaxed leadership, employees are ready to do even monotonous work.
How to use it
- Collaborate as equals. After all, in the eyes of his subordinates he is one of his own.
- Hand over some difficult tasks through a funny guy, appoint him as a project manager.
- Designate such an IP as the main one for working with newcomers. Then the adaptation process will go faster.
- Veselchak creates a comfortable atmosphere in the department. Instruct him to come up with joint leisure activities for colleagues. Events outside the office are his strong point.
6. Crisis manager
This is a situational leader. It may not manifest itself in any way in daily work, but in case of force majeure it can quickly navigate and make decisions.
How to use it
- Let yourself express yourself in stressful situations. Say it straight: “You’re in charge now!”
- Based on the results, evaluate the work of the crisis manager and thank him in front of the rest of the team.
- Encouragement is an important factor for IP. But you need to praise when there is really something for it.
Finally
Collaborate with the informal leader and try to make him an ally. Don't be afraid of the appearance of NL. Analyze his personality, competencies, authority and determine what qualities you lack.
Perhaps Theodore Roosevelt is right and your main task as a boss is to govern? Use peer leadership to benefit your business. And then success will be just around the corner!
Dreaming of implementing their own ideas and projects, people study other people’s biographies, take a closer look at those around them and independently try to understand how others become leaders. Initially, you need to understand the definition of this concept, highlight the main features, and also highlight the area and group of people among whom the manifestation of this trait is necessary. Leadership abilities are not always required; sometimes it is more logical and economical from the point of view of invested energy to take a performing position. And the ability to distribute and vary the manifestations of one’s nature is also one of the traits of leadership.
Advice on how to become a leader can be filled with various nuances, but there are main basic points that need to be developed. Initially, it is necessary to learn to set goals, determine their reliability, adequacy and the need to achieve them.
When learning how to become leaders, one common trend you can notice is taking responsibility and making choices. A person who is responsible for the course of his own destiny, for many, becomes a support and guideline in personal movement. In fact, the one who is able to make decisions ends up making them for other people in various crisis or incomprehensible situations. In addition, those who do not have their own sufficient level of determination or doubt, are afraid to take the last step, such an example nearby can act as a kind of insurance against mistakes.
The leader will not give decisions regarding issues that are important to him, but even in every small manifestation he will try to make a personal, individual choice. A person bears responsibility for the consequences of such decisions independently. These are wonderful feelings in case of success or rather difficult feelings in a situation of failure, since there is no one to blame, but you need to sit down and sort out the omissions, draw up a new plan or refuse to implement it.
Who is a leader
A leader is one who is constantly moving towards what is planned and leads others, so not only determination is important, but also the ability to distinguish between false and true values. Maximum initiative and planning for the future helps develop leadership. This approach needs to be applied not only to global projects designed to last decades, but even to evenings and weekends. By starting to think about details, a person develops the ability to find unique solutions where it is not accepted, and planning helps solve most problems on the fly. An important leadership skill is to distribute tasks among all participants in the process, taking into account the abilities, interests of each and the needs of the common cause.
A leader is a person who is able to lead a group of people not at the formal level of a given position, but one who, with high authority and a recognized level of trust, can influence the actions and choices of people, even without formal power.
A leader is possible only in a social group, with common interests and goals, which all members of the team work to achieve or maintain. In times of change, uncertainty, or the need to make life-changing decisions, all members of a given group may well place the fate of the further course of the process in the hands of the leader. This is comparable to the leader of the pack, whom everyone will obey, and his opinion will be decisive, despite the preliminary assessment of the majority.
To a lesser extent, this concept is used to denote human achievements. This concerns leadership in sports achievements, speed of scientific developments or achievement of financial status. There are also many levels of leadership - from planetary and national to interpersonal. Even in a relationship system consisting of two people, it is possible to identify the one who makes all the important decisions and is able to influence the partner’s opinion.
But the external aspect of influencing others remains tempting for many only until it turns out that there is also an internal aspect, the need to personally correspond to the title of leader. Before you learn to control and direct other people and make decisions regarding their lives, you need to understand your own.
The leader has iron and self-control, is able to find motivation for his further advancement, set relevant goals and develop a system for achieving them. Only by possessing the perfect skill of successfully building his life does a person acquire the ability to influence others. More precisely, it comes automatically, since people will be drawn to a good mood, advice, help, example or constructive criticism.
Leadership qualities are not determined by genetics, and the development of such ability will not be helped by reading several books and articles, or even undergoing relevant training. Only constant application of recommendations collected or received from someone else’s example will help cultivate this trait in oneself. Some were lucky, and initially their upbringing was aimed at identifying the unique abilities of the individual and developing these qualities in a favorable atmosphere that forms adequate self-esteem and confidence. It will be more difficult for those who were brought up on artificial values, without taking into account individuality, who were in every possible way prohibited from showing activity and initiative, and who had low self-esteem. A leader is one who creates himself with his own hands, actions and aspirations, choices and judgments every moment, without stopping.
A leader would rather take full responsibility than blame others. Such a person understands his share of influence on the events of the present and distant future, not only his own, but also all those involved, and accepts responsibility for the consequences, without hiding behind others. He is able to make an important decision. Based on benefit and logical analysis, rather than on the desire to gain the desired approval. Therefore, many decisions made by a leader may be unpleasant for others, but at the same time they will be implemented. Because the reasoning behind your choices, as well as your established reputation, will argue in favor of temporary inconveniences for the sake of further advancement. 
A leader’s ability to lead does not appear as a result of manipulation or blackmail, but thanks to his own charisma, oratory skills, and the ability to present facts and analyze the situation. The one who is liked by society receives more support and help, comrades-in-arms and defenders than the one who tries to look for other levers of pressure.
Responsibility, manifested as conscious acceptance of all consequences, extends not only to one’s own life. Realizing the power of his influence on a certain group of people, a leader will always put the interests of society above his personal ones, doing everything to improve the lives of those around him.
Leader Qualities
Leadership qualities may differ for a military man and a teacher, in a family in government, for sports achievements and for finding common points between people. But, despite all the specifics of various areas, many studies have identified the basic qualities for a leader at any level.
Resilience, consistency and strength of character are at the forefront of leadership manifestations. Because it is character that allows one to continue the fight and not agree to compromise solutions that are convenient for others, but harmful for him. Consistency of choice directly affects reputation. Those who support different ideas do not inspire trust among followers, as do those who are able to betray the interests of the group under the pressure of fear or other emotions.
Devotion to the cause, the chosen path, to one’s social group is what will inspire people by example, as well as what gives confidence. A leader is obliged to provide people with a sense of reliability and stability, which is achievable only by demonstrating one’s own devotion and stability of beliefs in the event of any external eventual changes.
People align themselves with those who evoke sympathy, therefore a high level of professionalism, the ability to discern potential and pleasant qualities in any person are the key to a good relationship.
A positive person who loves people, is open to meeting people and communicating, who is able to encourage and point out strengths is the one that most people need.
Maintaining fortitude and a wonderful mood, restoring faith and strength when one gives up is one of the important functions of a leader. When such a person asks to put in a lot of effort and endure unpleasant times, they will listen and support him, but with a different character, such demands can lead to rebellion.
But the ability to communicate includes not only positivity and the ability to encourage. Leadership quality is the ability to convey information of any content to a person of any level of development, establish successful communication between two warring parties, and transfer one’s knowledge. This requires a keen sense of others, an understanding of basic psychology and well-developed communication skills.
In addition, constant improvement of your knowledge is necessary for further transfer of it to others in an accessible form. Because the leader does not so much indicate what to do, but rather opens up new paths and opportunities, determining the most optimal ways to advance. Competence is required not only in the leading area, but also in neighboring areas. So, a sports team coach, being a leader, must take into account not only sports technique. But also the psychology of each participant, the features of interaction in a team, as well as the features of diet.
Activity and initiative are important qualities for a leader. He constantly develops and implements plans himself or comes up with new ideas. The issue of external motivation is not relevant for such people. The trait of initiative fully ensures internal motivation for achievements. And a person who was able to motivate himself to activity will be able to find it for others in the future. Moreover, without using negative methods of influence for this, when a person is forced to carry out an order. Such motivation is developed on the basis of deep enthusiasm, immersion in the process, and passionate embrace of the idea. The leader himself is always internally on fire for where he strives, and this fire is able to ignite activity in others, force people to stand nearby.
But such passion among leaders always goes hand in hand with the important ability to critically assess the situation, cope with problems, and calculate risks. Anyone who fanatically delves into an idea, hovers in dreams and does not anticipate difficulties will not become a leader. Only understanding that any activity will cause difficulties, problems, and possibly failures can you move on. The ability to solve and prevent problems is an important trait that comes from life experience, the ability to analyze, perseverance and responsibility.
Responsibility is a trait that is not immediately apparent to others in leaders, but it is the core. At the first case, when the one who was entrusted with the choice and power refuses to accept the results of his decision, citing circumstances or blaming others, people will turn away, and fewer followers will remain. Usually, after several such incidents, no one remains around.
Psychology of Leadership
The psychology of a leader is determined by personal traits that manifest themselves at the behavioral level, value and semantic field. The behavior of such a person can be identified by non-verbal signs of facial expressions and posture, as well as gestures. These will be signals of confidence and openness, striving forward and an attitude of contact. Because leaders think a little differently than most people, this is reflected in the way they walk and communicate. Behavioral features include an open, confident look, a raised chin, and an even posture.
Leaders are accustomed to occupying a central place in the audience or the main one at the table, and this happens rather unconsciously, but, nevertheless, those around them almost never try to change this state of affairs.
The psychology of a leader has a creative orientation and diverse manifestation of oneself. Such people constantly strive for creation, at all levels - from interstate alliances to a lace napkin. The desire to improve this world, to find new, more adequate ways of working, beautiful locations and economical inventions - it all depends on the direction of the person, but it will always be a creative search for constructive directions. It is this tendency that makes them look for new methods of application instead of criticism. In principle, criticism is practically absent from leaders; it is replaced by the desire to find benefit. This is another reason why real leaders are constantly surrounded by people, since among ordinary people there are quite a lot of critical and humiliating judgments, while there is practically no support.
The peculiarity of how leaders perceive the world is that they are constantly outside the circumstances, even rooting for the idea with all their souls. They think several steps ahead and do not get caught up in the present moment, which makes them emotionally stable. While the majority of people are in panic over the failure of what happened yesterday, the leader can smile quietly, because he has already figured out what benefits can be derived from this six months later. Detachment helps to separate the important from the secondary, control the progress of movement and change plans, and possibly goals, in time.
A leader does not work alone or only to achieve his own interests. Devotion to your people forces you to look for ways that are optimal for the majority; at some moments, even sacrifices and personal investments are possible. Global thinking reveals the truth that if the people around you are happy, then everything will return to those who helped them achieve this state, along with gratitude. By investing in others, the leader ends up receiving more than if he sought to fill only his own vessel of needs. But caring for others does not have selfish motives - it is a manifestation of a unique, equal way of interacting and exchanging energy with space.
How to become a leader in a team
Leaders become those who have a high level of intelligence and a broad outlook, thanks to which you can not only become an example, but also be able to inspire and explain your ideas to any person. The development of a constant is also required, since the leading role involves a difficult and long journey, with periodic failures and possibly in the absence of breaks. It is impossible to give up everything halfway, then when you return, those who followed you before will no longer want to support you, fearing another stop. This does not mean continuing to do what you did before all the time - this way you will not achieve a change in the situation. But it’s worth being on the move, looking for new opportunities, paths, solutions, and especially when everyone has given up or another failure has occurred.
Advice from psychologists on how to become a leader in a team reflects a more practical direction in the development of the listed personal characteristics of a leader. It is impossible to take a leadership position in one day; this requires regular demonstrations of your skills, the first of which is the development of the communicative function. Communication means the ability to explain your position to others and inspire people with your ideas. The better communication skills are developed, the easier it will be for a person to motivate others to work together, and will also simplify the process of resolving conflict situations. Develop communication with people of different levels, learn to communicate with representatives of all professions and ages. The more practice in interaction, the higher the likelihood of finding an approach to everyone.
It is necessary to constantly practice in order to predict your reactions, be able to resist and identify your own values. In addition, a person who understands himself well is able to better understand others, which will help in individual motivation and in creating a successful team. Success does not come from selecting unfamiliar candidates with the best letters of recommendation, but from the correct distribution of people, taking into account their abilities and interests. Knowing the values of everyone, you can form successful tandems, and by understanding the specifics of ways to solve problems, people can be placed in appropriate positions.
Encourage others for any progress, do not skimp on praise - this inspires people, and for the one who gave them inspiration, many will do almost anything. You can praise for the ideas presented, as well as for the mood. The person who brought coffee to the entire office sometimes deserves more praise than the accountant who submitted the report on time. Avoid the manipulative function of praise to create competition - the leader’s task is to eliminate such manifestations as much as possible, but to provide a friendly atmosphere of mutual assistance. 
Help others, teach, pass on experience, share secrets, but don’t do it for others. When you advise, you show that you believe in a person, and when you do for him, it humiliates. Many of those whom you have taught can subsequently be delegated some of their work as an option for encouragement and trust. Just don’t throw away the grunt work, but always think about a person’s development and how this type of activity will help him “pump up” his own skills and achieve success.
Constantly work on your own development, and the main part should be occupied by what the team is interested in. Soon those who know more and know better will appear, and they will begin to listen to them. But in addition to the professional line, develop personally, which will make you an interesting and comprehensively developed interlocutor. Always stay on the team and notice those around you. A designer who hasn’t gotten enough sleep can be sent home, and an employee whose child is sick can be given fruit, or a part-time student can be asked about exams. It is the human attitude that makes you pleasant to others.
Work on emotional stability, as this is what a leader needs. A person subject to emotional outbursts is not able to control the general movement, and even his life. Confidence in the chosen course, methods of achievement, as well as in the people around you helps to remain calm. Confidence allows you to say no, which is usually difficult for most people and leads to unprofitable compromises and empty promises.
In turn, the informal leader places the main emphasis on people and the relationships between them. He is an excellent psychologist, and personal contacts are his living environment, the energy of which he can direct at his discretion. Therefore, such an employee can equally easily attract colleagues both to participate in a new project and to sabotage the decisions of official management.
Quite often, the hidden leader uses those methods that, for some reason, the official leader neglected. The main one is attention to people: “gray cardinals” are for the most part excellent psychologists and good managers.
The hidden leader strives to remain in the shadows, since it is easier to manage from there, including the director. He will not enter into open conflict with the leader, nor will he show himself to be openly oppositional or emotional. He likes to get his way by scheming and “pulling strings.”
The leader moves the team in one direction, and this leader moves it in the other. Such a leader begins to create a circle of his “subordinates”, a company within a company, which is more subject to him than to the leader. But it is far from certain that this happens in all companies where there are hidden leaders.
A talented leader who knows how to organize his subordinates is able to extend his influence to the internal leader. If he is unanimous with the leader, with the director, with the founder, then this is wonderful, this is wonderful. If the hidden leader respects the manager, the company will develop and move in the same direction. If not, then employees will listen to whoever has more authority over them. And this is the case when there is an unspoken conflict between the leader and the hidden leader. Therefore, it is important to have time to notice such moments and understand in time what a person needs. If “scepter and power” - allocate to him a sphere for leadership; if he is content with his hidden role - to raise him in the eyes of the team, taking into account his authority, opinion and ideas. Or break up.
Legalization of the hidden leader is one of the ways to neutralize his negative influence. Having become one of the leaders, he will lose the authority of the oppositionist in the eyes of the team. If the influence of an informal leader is positive, then his appointment to a leadership position will only increase his usefulness: people will be drawn to him.
It is possible to find out who the hidden leader is in the company by organizing feedback with employees. In a conversation, you quickly understand that not only the leader’s opinion is primary for them. Based on the statements, guidelines immediately appear, whose instructions they are guided by.
The phenomenon of informal leadership in a team is a medal with reverse sides. The leader’s task is to turn it so as to direct the authority of such a leader in the right direction. The main thing is to redistribute his energy: it should be spent not on intrigue, but on solving problems.
It is good to have a hidden leader in the position of deputy manager: on the one hand, he is open, on the other hand, he manages not only formally, but also informally. It’s not the best option when the hidden leader is an accountant. Accounting is an information base for decision making. It must be independent of the likes and dislikes of leaders.
St. Petersburg State Institute
Psychology and Social Work
Identifying a leader in the work team
Practice
Completed
3rd year FPP student
Litenkov S.I.
St. Petersburg 2009
Goal of the work
Identify a small work team consisting of three people working in the same department for placing delivery orders. To what extent each of them is able to manifest himself in the role of a leader in practice. The level of their emotional responsiveness to each other, the ability to empathize. And to what extent are they capable of displaying aggression in creative activities?
For this purpose, I chose three methods: “Leadership Effectiveness”, “Study of the Level of Empathic Tendencies”, the Bassa-Darki Questionnaire, a description of the Bassa-Darki psychological test for identifying aggression.
Method 1. Leadership effectiveness
Note: If this technique is used for self-assessment of a manager, then there is a danger of distortion of the results due to a subjective desire to show oneself in the best light or simply a person’s insufficient awareness of his own characteristics. Therefore, it is recommended that this questionnaire be offered to subordinates together with the manager, and then summarize the results obtained.
Korshikova Irina. 33 points.
Galanov Anar. 37 points.
This subject's leadership style is considered highly effective (taking into account the above comment).
Dobrolyubova Maria. 32 points.
This subject's leadership style is considered highly effective (taking into account the above comment).
General conclusion based on the methodology: Among the interviewed reviewers, the highest level of leadership was identified in Anar Hasanov.
Method 2. Study of the level of empathy tendencies
The methodology proposed below is used to study empathy (compassion), i.e. the ability to put oneself in the place of another person and the ability to be voluntary emotionally responsive to the experiences of other people. Empathy is accepting the feelings that another person experiences as if they were our own.
Empathy promotes balance in interpersonal relationships. It makes human behavior socially conditioned. Developed empathy in a person is a key factor for success in those activities that require adaptation to the world of a communication partner, and, above all, in training and education.
Note: Before calculating your results, check the degree of frankness with which you answered. Did you answer “I don’t know” to some of the statements numbered: 3, 9, 11, 13, 28, 36, and also did you mark points 11, 13, 15, 27 with the answers “yes, always”? If this is the case, then you did not want to be honest with yourself, and in some cases, you tried to look in the best light. You can trust the test results if, for all the listed statements, you gave no more than three insincere answers, but if there are four, you should doubt their reliability, and if there are five, you can consider that the work was done in vain.
Korshikova Irina. Taking into account the above comments, she answered the questions of the questionnaire frankly. 61 points.
Galanov Anar. Taking into account the above comments, he answered the questions of the questionnaire frankly. 60 points.
This subject has a normal level of empathy, characteristic of the vast majority of people. People around you may not call you “thick-skinned,” but at the same time, you are not one of the particularly sensitive people. In interpersonal relationships, people are more inclined to judge others by their actions than to trust their personal impressions. You are no stranger to emotional manifestations, but for the most part they are under self-control. When communicating, you are attentive, you try to understand more than what is said in words, but if you are overly influenced by the feelings of your interlocutor, you lose patience. You prefer not to delicately express your point of view without being sure that it will be accepted. When reading works of fiction and watching films, follow the action more often than the experiences of the characters. You find it difficult to predict the development of relationships between people, so it happens that their actions turn out to be unexpected for you. You do not have relaxed feelings, and this interferes with your full perception of people.
Dobrolyubova Maria. Taking into account the above comments, she answered the questions of the questionnaire frankly. 50 points.
This subject has a normal level of empathy, characteristic of the vast majority of people. People around you may not call you “thick-skinned,” but at the same time, you are not one of the particularly sensitive people. In interpersonal relationships, people are more inclined to judge others by their actions than to trust their personal impressions. You are no stranger to emotional manifestations, but for the most part they are under self-control. When communicating, you are attentive, you try to understand more than what is said in words, but if you are overly influenced by the feelings of your interlocutor, you lose patience. You prefer not to delicately express your point of view without being sure that it will be accepted. When reading works of fiction and watching films, follow the action more often than the experiences of the characters. You find it difficult to predict the development of relationships between people, so it happens that their actions turn out to be unexpected for you. You do not have relaxed feelings, and this interferes with your full perception of people.
General conclusion on the methodology: Among the respondents surveyed, the level of empathy corresponds to the level inherent in the vast majority of people. No over or underestimated levels were identified.
Method 3. Bass-Darka questionnaire. Description of the Bassa-Darki psychological test for identifying aggression
Note:
1. Physical aggression - the use of physical force against another person.
2. Indirect - aggression directed in a roundabout way at another person or not directed at anyone.
3. Irritation - readiness to express negative feelings at the slightest excitement (hot temper, rudeness).
4. Negativism is an oppositional manner of behavior from passive resistance to active struggle against established customs and laws.
5. Resentment - envy and hatred of others for real and fictitious actions.
6. Suspicion - ranging from distrust and wariness of people to the belief that other people are planning and causing harm.
7. Verbal aggression - the expression of negative feelings both through form (screaming, screeching) and through the content of verbal responses (curses, threats).
8. Feelings of guilt - expresses the subject’s possible conviction that he is a bad person, that he is doing evil, as well as the remorse of conscience he feels.
Korshikova Irina.
Physical aggression - 6 points
Indirect aggression - 5 points
Irritation - 5 points
Negativism - 4 points
Resentment - 3 points
Suspiciousness - 8 points
Verbal aggression - 7 points
Guilt - 7 points
Aggression index - 18
Hostility index - 11
In this subject, the level of aggressiveness is normal, but the level of hostility is slightly elevated. Prone to conflict.
Galanov Anar.
Physical aggression - 7 points
Indirect aggression - 6 points
Irritation - 5 points
Negativism - 4 points
Resentment - 2 points
Suspiciousness - 7 points
Verbal aggression - 6 points
Guilt - 6 points
Aggression index - 18 points
Hostility index - 9 points
This subject's level of aggressiveness is normal. The level of hostility is also within the normal range.
Dobrolyubova Marina.
Physical aggression - 5 points
Indirect aggression - 4 points
Irritation - 3 points
Negativism - 3 points
Resentment - 2 points
Suspiciousness - 8 points
Verbal aggression - 5 points
Guilt - 7 points
Aggression index - 13 points
Hostility index - 10 points
This subject's level of aggressiveness is reduced, hostility is within normal limits. Not conflicting.
Conclusion: In the presented team, leadership qualities in practice and the ability to lead are most expressed in Anar Galanov. team Thesis >> Psychology
Includes working conditions and equipment workers places The provision of labor with technology, communications... sociometry is used for the purpose of identifying cohesion team and the presence of informal leaders. The sociometry method was developed...