Psychological portrait and professional longevity of a leader. Login forgot password

Managing an organization is, first of all, working both in a team and with each a separate person. Today, the question of what an ideal manager should look like becomes main theme among employees. The personal qualities of the boss, his professionalism, the ability to work in a team and be an example for subordinates, as well as the competence and methods and techniques he uses in his work are considered.

This topic is addressed mainly by young professionals who refuse to blindly trust their boss and believe that he is not always Subjective opinion becomes the right decision assigned tasks.

To receive a portrait ideal leader sociological surveys are conducted, as a result of which employees identify positive or negative qualities their boss, define his main tasks and leadership skills.

According to such surveys, the main factors that influence the authority of a modern leader have been formed:

His dynamism, ability to make quick decisions;

Awareness of all the nuances of the company’s work;

Knowledge of company management techniques and principles;

Ability to allocate organizational resources;

The ability to clearly express your thoughts and convince others that you are right;

Vision of prospects and the ability to achieve them.

But these are not all the aspects that influence coordinated work boss and staff. Management activities are now undergoing a revolution, so it is impossible to draw up a final portrait of a modern leader without making amendments and adjustments. But, as surveys show, the authority of a leader also directly depends on his enthusiasm, desire to achieve efficiency in his work, level of qualifications and ability to think both logically and analytically.

The mindset of a manager is the main factor influencing the work of staff and the successful development of the company as a whole. Therefore, not every person will be able to master the management field of activity. In order to achieve results, the boss must quickly respond to problems or suggestions, think systematically, be prudent and decisive, set priorities correctly and strive to improve personal qualities and skills.

He must lead a team that strives to achieve common goals, find the right approach and acceptable methods for this. However, the manager is not always able to immediately acquire all the skills of his activity and understand the specifics of the work. It is believed that the true boss is the one who was first in the place of his subordinates, that is, he held the position of a specialist. As a rule, such a manager is able to make the most of the knowledge of his “colleagues” and has good knowledge in his industry.

The manager must also be able to work with information. He must process it, bring out the main thing for himself, perceive the volume that is given to him. All data that comes to the manager must be comprehended and systematized. Therefore, attentiveness and observation are also integral part successful leader.

In communicating with subordinates, he must exclude the influence of personal hostility on the development of the company, be loyal and motivate others for further fruitful cooperation. The team must maintain trusting relationships and mutual respect, because this is the key to the prosperity of the company. The opportunity for career growth among staff plays an important role, so you should not limit subordinates or use punitive measures that affect the desire to work for the benefit of the company.

The boss should also not forget about his own self-improvement and the self-improvement of the team. He mentors others and helps people reach their potential.

These are the leading factors for those who want to achieve success for their company, lead it to stability and a first-class level of work.

A modern leader is a versatile person who is entrusted with the task of forming a real team that works for results. He is both a boss and an assistant, and bears great responsibility for each employee and maintaining the established values in the work environment. This is a person who is an authority, has moral qualities and psychological skills that influence the achievement of goals, and protects the interests of his subordinates. Therefore, before taking a leadership position, you need to take this issue seriously and compare your capabilities, goals and desires. After all, the ability to command is not all that a modern leader needs. He must develop in himself a style of work that will play decisive role to promote the team.

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Introduction

1. Effective leader: psychological portrait

1.1 Theoretical approach to the study of the leader's personality

1.4 Leadership styles

1.5 Gender of the leader

1.6 Age of the manager

2. Practical part

2.2 Research results

Conclusion

Bibliography

leader personality management team

Introduction

To effectively influence the activities of subordinates, a modern leader needs a deep understanding of the psychological foundations of management. Although these mechanisms are still poorly understood, the existing results scientific research can significantly expand the manager’s ability to create conditions that promote the formation of team members’ interest in productive work organizations.

This course work allows people who will act as management subjects to understand some psychological foundations management and relying on them to increase the efficiency of the organization.

Psychological problems and phenomena taking place in the field of management, consideration psychological reasons underlying the decline in the effectiveness of managers.

The topic we have chosen is relevant in that it examines the psychological foundations of a leader’s personality and modern mechanisms effective management team and has a large practical significance, which lies in the possibility of improving working conditions, increasing the efficiency of the enterprise’s management process by improving the professionalism of managers.

Accordingly, the purpose of our research is to determine the psychological portrait of a leader. In accordance with the purpose of the study, the following research objectives are put forward:

Diagnostics of personal qualities of managers;

Determination of team management style;

Analysis of the manager's performance;

Compiling a list of personality traits of a modern leader;

Object of study: leader effectiveness: psychological portrait.

Subject of the study: to identify the abilities for leadership positions among second and third year students of the Krasnodar Technical College.

Based on the goal, object and subject of the study, a hypothesis was formulated based on an analysis of the literature: even during the training period, the future manager can determine the degree of his professional suitability, as well as lay the foundation for further professional growth.

The methodological basis of this study is the works of Russian and foreign experts on the study of this problem, such as A.I. Kitov, A.V. Filippov, V.F. Rubakhin, M. Shaw, R. Stogdil, G. Kunz, R. Ice, E. Holander and others.

The following methods were used in the work:

Analysis of scientific educational literature;

Testing;

Questionnaire;

Generalization of the results of the work carried out.

The research base was made up of second- and third-year students majoring in management at Krasnodar Technical College.

46 respondents took part in the study.

The practical significance of this study lies in the fact that the problem of leadership effectiveness is not only of scientific interest, it has great practical significance when using the data obtained in assessing the prospects for career growth of an individual in the chosen profession.

1. Effective leader: psychological portrait

1.1Theoretical approaches to studying the personality of a leader

A leader is a person who is officially entrusted with the functions of managing a team and organizing its activities. The leader bears legal responsibility for the functioning of the group (team) to the authority that appointed (elected, approved) him and has strictly defined possibilities for authorization - punishment and reward, subordinates in order to influence their production (scientific, creative, etc.) activity. Unlike the leader, the manager has formally regulated rights and responsibilities, and also represents the group (team) in other organizations. This is the person who establishes, regulates and implements organizational and legal relations in the work team. Currently, there are various approaches to studying the personality of a leader.

The collection approach is based on the following ideas. A manager must have special personal qualities that ensure the success of management activities. In addition, a list of these qualities can be determined for specific position. Typical management evaluation systems based on this approach contain sets of professionally significant qualities. Thus, A.I. Kitov identifies four substructures in the structure of a leader’s personal properties: managerial abilities, political qualities, professional quality, organizational qualities (1).

Close in content to the above approach is the competitive approach. It assumes that managers have special personal properties or a certain level of development of general properties that distinguish them from other people. The search for these personal characteristics is carried out by comparing a group of managers and people who do not belong to this category, successful and unsuccessful managers at various job levels. This approach was developed in the research of E.S. Chugunova. In the structure of a leader’s personality, she identifies administrative and organizational skills, moral and ethical characteristics, mental qualities, professional skills, social orientation, and motivation. Within the framework of the above approaches, the authors postulate the immutability of the external environment and limitations on the development of the leader’s personality in activities, which is confirmed by the development within the framework of these approaches of ideal, reference models the personality of the leader, which is basically static, inflexible, and neglects the compensatory capabilities of the leader. As a rule, models of the “ideal leader” presuppose the presence of encyclopedic knowledge and outstanding personal qualities (4).

The partial approach was formed during practical activities psychologists and involves the correction of personal ways of orientation in the environment. The formation of a leader’s personality is indirectly connected with the development of individual operations and actions included in management activities, with the psychocorrection of the system of relations. Wherein Special attention is devoted to the study of the development of thinking and the creation of algorithms for solving management problems.

The engineering-psychological approach is reflected in the analysis of control systems and considers the manager as a decision maker. This approach is limited to the study of the psychological processes of information processing by the manager and his individual characteristics manifested in management activities. The reflexive-value approach studies the personality of a leader through the formation of a reflexive-value concept of management. A manager’s ability to integrate is manifested in the formation, comprehension and self-correction of his own management concept, which consists of a number of intersecting “ conceptual models” activities. This is a kind of program for implementing the strategic plans of the manager. The content of the management concept is individual, and its elements are: strategic plans; economic indicators; problems arising when meeting indicators; causes of problems; management means of eliminating causes; functional units that implement these tools; information about the state of activity. Representatives of the analyzed approach believe that the main personal new formation, which is formed in the course of managerial activities of a manager and ensures the integration of adoption processes management decisions, is a system of strategic plans that perform a meaning-forming function in an individual management concept (10).

Numerous studies of the leader's personality have been carried out using a socio-psychological approach. Here, various personality models of the head of a production organization have been developed and empirically proven, the influence of the manager’s personality on the effectiveness of management activities, the organizational potential and direction of the manager, forecasting has been studied. professional development, managerial interaction and influence, social-perceptual processes in management; role conflicts and socio-psychological orientation.

The situation-integrated approach considers driving forces development of the leader’s personality in various management situations and life events. To study the mechanisms of development of a leader’s personality, A.V. Filippov distinguishes complex (assessment of activity in the entire scope of its functions) and local (assessment of one function) forecasting and expressive assessment. Analysis of the influence of individual factors and conditions on the development of a leader’s personality in management activities involves a factorial approach. Researchers study groups of factors. The first group includes situational and institutionalized, which include production, organizational and social conditions. The effectiveness of personality development in the management activities of a leader is associated with the structure and objectives of organizations, the period of its existence and size, and the type of organization. Variables such as the communication system, the hierarchy of power, the scale of control, the nature of information support, the organization’s value system, and the technology used are of significant importance. It should be emphasized that R.L. Krichevsky and A.V. Margin is a factor of value exchange between interacting subjects of management activities. This exchange unfolds at several levels in accordance with the development of the organization. The influence of this factor is as follows. The value contribution that the leader makes mainly in relation to individual members of the group, realizing a set of qualities useful for subordinates, the consequence of which is that the subordinates attribute a certain significance to the leader (13). However, the results of research into the influence of situational factors are often interpreted in their connection with the effectiveness of management activities, without considering internal mechanisms. The second group of factors consists of individual factors in the development of a leader’s personality, which include personal prerequisites and demographic variables. Factors that are of paramount importance for development are identified. These include: adaptive mobility, contact, the factor of integration of social functions, roles and leadership, level of training and amount of knowledge.

The functional approach is implemented in the study of the activities of foremen and shop managers of production organizations. Based on the developed dynamic functional structure of the leader’s personality, where the main substructures are psychophysiological (primary cognitive processes leader), psychological (motivational, emotional-volitional and intellectual sphere, temperament, character, abilities, interests, knowledge, skills and abilities of a leader), social (moral qualities of a leader), A.L. Zhuravlev proposed to distinguish the general and special structure of personality. If this three-component structure can be considered general, then the following substructures are the special structure of the leader’s personality: ideological and political qualities, professional competence leader, organizational and pedagogical abilities, moral and ethical qualities. These specific components of the personality structure “find their correspondence in the structural and functional organization of the activities of the head of the production team.” The combination of the above personality substructures determines the typology and personal identity of leaders (“manager-political leader”, “manager-specialist”, “leader-organizer”, “leader-mentor”). The image approach is characterized by the study of individual personal qualities and the creation of technologies forming the image of a leader that corresponds to the conscious and unconscious needs of a particular social group (4). The authors highlight the main individual and personal qualities that a leader must demonstrate for his success: strength, generosity, justice, authority, kindness. The main disadvantage of this approach is that, when creating the image of an ideal leader, the authors pay attention only to external characteristics.

In conditions of changing forms of ownership, an intensive formation of an economic and psychological approach to the study of psychological patterns economic behavior various types managers. Attention is drawn to the development of the personality structure of a manager-entrepreneur, his value and economic orientations, motivation and responsibility, business activity, subjective economic, psychosocial identification, ideas about the phenomenon of trust, personal qualities of self-esteem and attitude to changes in the form of ownership. It has been established that the socio-psychological dynamics in the structure of personal values of managers reflects the following phenomena:

1) a predominant orientation towards economic values, a pronounced material interest become leading in the structure of an individual’s values;

2) the formation of an individualistic orientation through the development of personal interest;

3) the emergence of new socio-psychological types of leaders, gradually giving rise to new social groups:

Increasing the importance of economic values in the structure value orientations managers;

Increasing the social sensitivity of members of work collectives to the financial income of their leaders.

In addition, connections have been established between the amount of employee income and their assessments of the manager’s personality. Integrative approach involves identifying deep psychological mechanisms, integrating the personality and activities of managers. Allowing managers belonging to different psychological types and operating in significantly different conditions to achieve objectively high results in management. At the same time, the features of the management activity of a particular manager are determined by integral-functional qualities, the general integral ability to lead, the self-concept, and the characteristics of professional self-awareness. Related to the integrative approach is the concept of “personal strength”. Personal strength is considered as a system-forming factor, including a sense of responsibility, confidence in own strength, desire for management and leadership, ability to persuade and social activity. The sense of internal consistency, which determines the strength of a leader’s personality, is based on self-perception, self-presentation, models and standards of management activity. A high level of consistency presupposes: understanding of one’s own inner world, its self-control and meaningfulness of management activities. The consequence of this level of consistency is the manager's belief in his ability to achieve his goals - I - effectiveness. The influence of self-efficacy on productivity and psychological characteristics of managerial activity has been revealed. The strength of a leader's personality, based on a sense of internal coherence, determines cognitive, motivational and affective processes. In addition, according to the authors, the possibility of shaping the strength of a leader’s personality is not denied (1).

The acmeological approach is aimed at developing professiograms of various types of leaders, structures of a professional leader in connection with the image of the world, a psychological-acmeological model of the formation of professional self-awareness of a leader’s personality. The most developed model of the professional is E.A. Klimov, which includes the following components:

1) properties of a person as a whole (image of the world, orientation, relationship to the outside world, features of creativity, intellectual and operational personality traits, emotionality, professional expectations, idea of one’s place in the professional community);

2) specific features, motor skills, abilities, skills, actions of a professional

3) specific features, reception of information, its processing and decision-making, gnostic skills, skills and actions of a professional;

4) awareness, knowledge, experience, culture of the professional (specific features, orientation in the field of science and theoretical knowledge, professional knowledge of the subject area);

5) psychodynamics (intensity of experiences, speed of their change, loads and difficulties in a given professional field);

6) understanding the issues of one’s age and gender in connection with the requirements of the profession. According to A.K. Markova, the structure of a professional’s personality includes: motivation (personality orientation and its types); personality traits (abilities, character and its traits, mental processes and states) and integral characteristics of personality (self-awareness, individual style, creativity as creative potential), which determine the uniqueness of the leader.

Analysis of the above approaches to developing concepts of a leader’s personality shows the following:

Most models were developed on the basis of research into the personality of the head of the primary work team and do not reflect the changes taking place in modern society;

A significant influence on the methodology for developing the structure of a leader’s personality was exerted by classic models personalities constructed by B.G. Ananyev, A.G. Kovalev, V.S. Merlin, V.N. Myasishchev, K.K. Platonov, N.I. Reinwald, S.L. Rubinstein and L.I. Umansky ; - modern stage The study of a leader’s personality is characterized by a transition from descriptive models to integral ones, when disparate studies are replaced by generalizing concepts of personality with a more consistent description managerial development manager and search integral basis his personality structure; - there has been a tendency to search for the core of the leader’s personality structure; - in understanding the phenomenon of a leader’s personality, psychosemantic, autobiographical, experimental-psychological, clinical-psychological and age-related approaches have received insufficient development (15).

1.2 Psychological portrait of a leader

In relation to the personality of a leader, you can use the classification proposed by the American psychologist M. Shaw. Following the logic of his reasoning, the personality of a leader can be “decomposed” into three classes of components:

1) Biographical characteristics;

2) Abilities;

3) Personality traits.

L. Iacocca wrote: “If a person at the age of 65 can still work and cope well with his duties, why should he resign? The retired manager worked for the company for a long time and knows everything about it. Over the years he has learned a lot. If a person is physically healthy and has a burning desire to do his job, why not use his experience and knowledge?” But the history of the development of entrepreneurship shows that the origins of the creation of the largest industrial giants of our time were often very young people - A. Morite, A. Hammer. Therefore, the age of the leader does not matter. Another characteristic of a leader's personality is gender. The track record of a modern woman is not surprising: director, boss, diplomat, etc. It is difficult to find an area of life in modern society where women do not play an important, sometimes key, role. Recently, there has been increasing interest in models of female behavior. From the point of view of psychologists, women have a greater interest in relationships between people, which is considered a plus in terms of leadership effectiveness. It is still difficult to say who is more effective as a leader: a man or a woman. In contrast to age and gender, socioeconomic status and education are extremely important for management careers. The circumstance that educational level plays important role in a manager’s career, many authors emphasize (L. Iacocca, R. McNamara, A. Morita).

Currently, in our country, many managers have diplomas in 2 specialties (engineering, economics and Social sciencies), knowledge is emphasized foreign language. Relatively launch pad, then examples of conquest are known highest peak management by leaders of the “father-son” subdynasty, and from a very low starting point. And in this sense, the path to the top in management is not denied to anyone (2).

1.3 Leader personality traits

R. Stogdil's reference book selects the most frequently mentioned personality traits that determine the effectiveness of leadership.

These include:

1) dominance;

2) self-confidence;

3) emotional balance;

4) stress resistance;

5) creativity;

6) desire to achieve;

7) entrepreneurship;

8) responsibility;

9) reliability in completing the task;

10)independence;

11) sociability.

Dominance, which translated from English means “dominance”, “predominance”, “influence”. We are talking about dominance as the desire of a leader to influence subordinates. It is essential for a leader to have this trait (leadership trait). To implement it, it is not enough to rely solely on the authority and official powers assigned to the corresponding managerial role. Management specialists G. Kunz and S. Odonell emphasize that if subordinates are guided only by the rules and needs established by management, they can work at 60-65% of their capabilities. To achieve full use of the abilities of subordinates, the leader must evoke an appropriate response from them by exercising leadership. To do this, it is necessary to connect a system of psychological, informal and organizational connections. Only in this case does the manager have a chance to count on one hundred percent commitment from his subordinates (5).

The next in the set of personality traits of a leader is self-confidence. What does a confident leader mean to a subordinate? First of all, this is that in a difficult situation you can rely on such a leader: he will support, protect, and be the “back” that will cover you. In a word, with such a leader it is easier to think about tomorrow, it gives a certain psychological comfort, provides and increases motivation to complete the task. A manager simply needs to have contacts with other managers of equal or higher rank and negotiate with them, including in the context of a business or entrepreneurial initiative. Related personality traits of a leader are his emotional balance and resistance to stress. The leader must control his emotional manifestations. He is constantly surrounded by people, and with all of them, regardless of his mood and personal disposition, he must have smooth, business-like relationships. In addition, emotional imbalance can reduce a person’s self-confidence, and thereby his business activity. But the leader is a living person and, like all people, he can become despondent, irritated, and indignant. And therefore, it is extremely necessary to alternate time between work and rest, have diverse interests, devote enough time to exercise, communicate with friends and loved ones, and engage in all kinds of cultural hobbies. It is precisely such events that are the most effective ways of relaxation, relieving nervous tension, and mobilizing a managerial employee. Under no circumstances should you “relax” with the help of alcohol, as this temporary, apparent “relaxation” leads to loss of health and personality degradation (3).

In our opinion, a very important personality trait of an effective leader is creativity, literally translated from English as “creativity”, the ability to creatively solve problems. In this regard, we are again faced with the problem of a leader’s intelligence, practical intelligence, decision practical problems, the most typical for the activities of a leader.

This trait is especially necessary for innovation activity. After all, it is in this activity that the leader acts as a creator, an architect. In this regard, the manager must see elements of novelty and creativity in the activities of other people, in particular subordinates, and support their endeavors.

Next two personal characteristics An effective leader's desire for achievement and entrepreneurship are, in my opinion, close to each other.

Both traits are necessary for a leader in a market environment. Closely related to them is the individual’s propensity to take risks. In Western publications, risk is viewed as a cultural value. The desire to achieve is reflected human need in achieving the goal. In such situations, people tend to take responsibility for solving the problem. In this case, people do not expose themselves to too much risk, but set fairly moderate goals for themselves, trying to ensure that the risk is largely calculated and predictable in advance. The latter is not always possible, as the leaders themselves say. “A certain degree of risk is absolutely necessary,” says L. Iacocca. “Sometimes you should take risks, and then correct the mistakes along the way (6).

People who have a need to achieve a goal want specific feedback that informs them how well they are doing at the task. As a result, they feel great in business life: because it constantly creates situations with clear information about achieving success.

For leaders with a strong need to achieve goals, money by itself rarely means much value. Much more often they are important as an indicator of success. Business gives them pleasure because it is constantly stimulating and requires daily concentration of all mental abilities to solve infinite number various problems, from the smallest details to fundamental solutions. Two more fairly related personal characteristics are responsibility and reliability in completing a task.

The shortage of these business qualities is constantly felt in business life. Once upon a time in Russia there was responsibility and reliability business cards entrepreneurs. The performance indicators of a manager include another aspect of the implementation of responsibility and reliability - the quality of products produced under his leadership.

Undoubtedly, independence is an important personal trait of a leader that ensures his success in various spheres of life of a social organization, including when making responsible decisions.

No matter how good the consultants are, no matter what advice the manager receives from the people around him, he must make the final decision himself. The more independent a manager behaves in the management process, the more his independence is manifested, which does not exclude the need to listen to the opinions of colleagues. The main thing is that the leader has his own point of view on emerging problems, his professional and human face and supports this quality in his subordinates.

And the last personality trait of an effective leader that I consider is sociability. Some managers have to communicate a lot with their colleagues and subordinates (5). According to the authoritative L. Iacocca, the main reason why capable managers fail in their careers lies in the fact that they interact poorly with their colleagues and subordinates. “I know a man,” says L. Iacocca, “who has worked in the automobile business all his life. He is highly educated and highly organized. He is a brilliant strategist, one of the top specialists in his company. And yet he was never appointed to senior positions, and only because he did not know how to deal with people.” The phrase “he does not have good relationships with people” is not for a leader. So, having analyzed a number of important personality traits that contribute to leadership effectiveness. Of course, a person is not born with a ready-made set of these traits. All of them represent a unique alloy of both natural human characteristics and social historical conditions his life (11).

1.4 Leadership styles

Leadership style is the habitual manner in which a leader behaves towards his subordinates in order to influence them or encourage them to take action (perform tasks).

There are three leadership styles:

Democratic;

Liberal.

The essence of leadership styles:

1) the authoritarian style of management is that all power rests with the manager and all decisions are made by him alone, without taking into account the opinions of subordinates. In this case, the command control method is used. An authoritarian management style is necessary in crisis situation when decisions must be made quickly and clearly coordinated, which is much more difficult in conditions collective activity for developing solutions.

Positive points:

Does not require special material costs: allows you to quickly establish interaction between employees and departments.

Negative points:

Suppresses initiative;

Requires a cumbersome system for monitoring the work of personnel;

Increases the degree of bureaucracy.

As a result, employee satisfaction with their activities decreases and their dependence on the manager increases. Long-term

the use of this management style leads to a significant decrease in the efficiency of the enterprise. It was typical for our country during the period of socialism.

2) Democratic style involves the leader delegating part of his powers to subordinates and making decisions on a collegial basis. It is relevant when stable work enterprise and its desire to introduce innovations.

Positive points:

Stimulates creative activity;

Reduces employee dissatisfaction from decisions made, since they are accepted together;

Increases work motivation;

Improves the psychological climate at the enterprise and satisfaction with the work performed.

Negative points:

There is no strict centralized control;

Responsibility for implementation can take a long time to shift;

The process of making decisions and implementing them is delayed.

3) The liberal style is management without the participation of a manager. Employees are left to their own devices; their discipline has to be counted on.

Peculiarities:

1) This management style can be used with highly qualified workers and a low level of manager training.

2) Subordinates are given complete freedom, which can lead to anarchy.

The liberal management style was used in our country during the formation of a market economy from 1985 to the mid-1990s.

Existence of this style management in modern conditions it is possible if the official leader is fictitious (vice-chairman), otherwise such a manager will soon be “caught up” by his subordinates. Despite the significant difference in these management styles, it is impossible to distinguish between them as absolutely effective or ineffective, since everything depends on the situation in which they are used (16).

1.5 Gender of the leader

Who is more effective as a manager? Some people think that they are men, others that they are women. Supporters of managerial patriarchy prove their point of view, relying not only on their personal experience, but also for serious research. For example, the English researcher E. Holander found that in certain types of activities requiring speech activity(and managerial activity is exactly that case!), women behave rather timidly in the presence of men, are more often irritated and lose their balance in difficult situations. In addition, observation of the process of communication between jurors (research by F. Strodtberg and R. Mann) showed that men are much more actively involved in the discussion on reaching a verdict. The same is confirmed by the data of E. Eriz, who found that when solving group problems, men are the initiators of 66% of all communicative interactions in the group (9). On the other hand, supporters (supporters!) of managerial matriarchy also have some grounds for defending their positions. Women are more attentive to the emotional state of other people, more responsive, able to achieve greater success in creating a psychological climate in the team, etc.

The question of who is more effective as a leader - a man or a woman - is an incorrect question. There are women who lead with best result than some men, and vice versa. Both women and men may or may not be effective leaders, and this does not depend on gender. Gender, like age, can be considered from a biological and psychological point of view. From a psychological point of view, there is gender social role imposed by society. In modern society, in the process of upbringing, starting from childhood, boys and girls are offered various behavioral stereotypes that differ from each other. As for the idea of men as beings who are naturally more active and inherently more capable of leadership than women, such an idea is nothing more than a common misconception that has no real basis. This is a stereotype of consciousness that prevents us from looking at the problem realistically. It is known that professional success Many women tend to attribute the careers they have made to their external appearance or luck, rather than to their abilities and activity. This is one example of a stereotypical approach.

American psychologist R. Ice revealed the following interesting pattern: when a group led by a woman achieved success in solving a given task, the group members attributed the success mainly to luck. And when a group led by a man worked successfully, it was believed that success was mainly due to the personal qualities of the leader (12).

1.6 Age of the manager

The process of personality development is characterized by dynamism and heterochrony. Each age period is characterized by special qualitative combinations of the basic structures of personality components, on the basis of which we can talk about one or another attitude of workers to managers. As a result of the research, the following assessments of managers of different age categories were obtained: the peak of the “heyday” of enterprise managers, according to employees, falls on 41-50 years. The highest ratings received by managers of this age show that it is by this age that the optimal combination of knowledge, life and work experience, and the manager’s communication skills with his still quite active behavior is achieved. S. Bühler emphasizes that by the age of 45, “a person reaches the prime of maturity. He is characterized by setting precise and clear goals, which allows him to achieve stability in the professional field.” At this age, notes E. Erikson, the maximum need for self-realization develops. Therefore, the activity of the shop manager of this age category is quite high, combined with experience, wisdom, decision-making ability, etc. leads to the perception of his subordinates as the most effective leader. Their younger (31 - 40 years old) and older colleagues (51 - 60 years old) are rated significantly lower. Such estimates are determined by a number of factors. Among them are the following:

1) for the age group 31 - 40 years: by approximately 30 years of age, a person’s professional self-determination is completed and professional stabilization occurs. If young people entering a leadership position are characterized by a lack of practical experience, necessary technical knowledge, communication skills, etc., then as they adapt to production, these shortcomings are eliminated with age. At the same time, in the first years of work, during the adaptation process, professionally unsuitable people are eliminated, and thus, the sample of older age groups does not include people who in previous age groups could have ended up in positions by chance. Young managers also have a significant gap in their assessments because they have a short period of integration into the team. As a rule, at this age there is a stage of mastering a new role, which is called the “trial and error period,” and the manager’s mistakes are quite global in nature and receive a wide public response. Employees' perceptions of young managers are influenced by social stereotypes past years, who do not associate the success of directorship with youth. Managers under 40 years old are still perceived stereotypically: “young is green,” but after 40 years old they are seen as the optimal combination of experience and youth (i.e. energy, activity), employees associate their expectations with them - “they can do for enterprises a lot”(7).

2) for the age group 51 - 60 years: the decrease in assessments of the personality traits of leaders over 50 years of age is associated to some extent with physiological factors, i.e. deterioration of health, fatigue. At this age (51-60 years old) physical activity decreases. Although the inertia of work remains, the individual’s prospects turn to the retirement period.

A restructuring of the motivational sphere is taking place. “A person revises his goals taking into account his professional status, physical condition and the state of affairs in the family” (S. Buhler). It is important to note that such studies conducted in economically high developed countries world, gave different results. For example, the average age of presidents (and executives) in large Japanese companies is 63.5 years. L. Iacocca: “Age is largely an experience; it is not only a natural, but also a largely socially determined characteristic of a person, including a leader.”

3) The leader must have a certain set professionally important personal qualities, since today companies have grown so much that sole management has become almost impossible. In addition, managers have added many external functions, including interaction with partners, trade unions, government and political figures. In modern conditions, it is necessary that each direction be handled by an independent manager, and the head of the corporation becomes an organizing manager, whose main responsibility is to coordinate the activities of a group of managers. In fulfilling this responsibility, the modern leader acts in several guises.

Firstly, he is a manager, vested with power, leading a large group of people. Secondly, he is a leader who is able to lead his subordinates using his authority, high professionalism, positive emotions. Thirdly, this is a diplomat who establishes contacts with partners and authorities, successfully overcomes internal and external conflicts. Fourthly, this is a teacher with high moral qualities, capable of creating a team and directing its development in the right direction. Fifthly, this is an innovator who understands the role of science in modern conditions, who knows how to evaluate and immediately introduce into production this or that invention or rationalization proposal. Sixthly, this is simply a person with high knowledge and abilities, a level of culture, honesty, decisiveness of character and at the same time prudence, capable of being a model for others in all respects. In the management process, the manager carries out a number of specific functions, including: organizing and planning the activities of the team and his own work; distribution of tasks and briefing of subordinates; control over them; preparing and reading reports; verification and evaluation of work results; familiarization with all the new products in the world of business, engineering and technology, putting forward and considering new ideas and proposals; resolving issues beyond the competence of subordinates; familiarization with current correspondence; answering calls and receiving visitors; holding meetings and representation; filling out reporting forms; Negotiation; training. All these types of work are characterized by:

high diversity (up to 200 types of actions per day), diversity in the form of these actions themselves and the place of their implementation, wide contacts and communications inside and outside the company, rapid change of events, people and actions. While carrying out his daily duties, the manager communicates with various categories of people. First of all, these are partners. Sometimes they can be very unpleasant, making incorrect demands and even threatening, but in any case they must be treated correctly, without showing irritation (14).

Another category of people with whom you have to communicate are managers of various ranks. In conversations with them, you should express yourself clearly and unambiguously, adhere only to facts or your own considerations, and briefly express your thoughts. When posing a problem, it is best to immediately propose a solution to it, so that the manager does not deal with it from start to finish. In general, it is best to take on most of his work yourself. Communication with subordinates should be extremely trusting and friendly - from them, as is known in decisive degree The fate of the manager depends. And finally, the manager constantly communicates with colleagues - heads of other departments. He cannot have a direct influence on them, and here, to a special extent, you need to be able to negotiate, bargain and persuade (8).

2. Practical part

2.1 Organization and methods of research

The practical part of the course work was carried out at the Krasnodar Technical College in groups BM-2-11 and BM-3-9k of the management department.

46 people were examined.

In the BM-2 group there were 11.27 people, including 5 boys and 22 girls aged 17-19 years. Age 17 years - 41%, 18 years - 52%, 19 years - 7%.

There were 27 people in the group, and 16 were examined.

In the BM-3-9k group, 21 people including 10 boys and 11 girls aged 17-19 years. Age 17 years - 19%, 18 years - 38%, 19 years - 43%.

There are 21 people in the group, and 18 were examined.

The work was carried out in 2 stages:

1) Diagnostic:

The following methods were used in the study:

Testing;

Questionnaire;

Test No. 1: “Can you be a leader?” The test reveals an individual's ability to hold a leadership position.

Test No. 2: “Leader” The test reveals whether a person has leadership qualities.

Test No. 3: “leader or administrator” test reveals the presence of certain qualities in an individual.

2) Descriptive:

the second step is to interpret the test results.

2.2 Research results

In the test conducted in the BM-2-11 group, there are three main groups of high leadership qualities ranging from 80 points and above, average leadership qualities ranging from 40 to 75 points and low leadership qualities ranging from 35 points and below. Leadership qualities in this group are in the same range from 40 to 75 points, which leads to the following interpretation: the people who took part in the survey have high demands, they are often self-confident, and like to emphasize their own “I”. They know how to manage own emotions and a tendency to analyze their actions leads to the fact that the need to lead others does not take extreme measures in them. They like to walk “unbeaten” roads and have their own opinions, which do not always coincide with the opinions of others. They do not like to impose themselves on others and have difficulty obeying them. They don't care what people say about them. At the same time, they have a tendency to criticize others. They like their word to be the last.

A similar test was carried out in the BM-3-9k group; this group has two main categories with scores of 80 and above. People who belong to this limit have the following qualities: these are those people who have a great need to dominate people. Despite the fact that they take initiative and are excellent organizers, their ardor, desire to be recognized at any cost, and their desire to manipulate others significantly reduce the effectiveness of their actions. Strong nervous tension and inability to relax leads to the fact that, being excited, they can more easily offend another person. They often boast, are arrogant, and are aggressive. But if they manage to change your attitude towards people, then a predisposition to leadership work can have a wonderful effect.

self-confident, they like to emphasize their own “I”. They know how to manage their own emotions and the tendency to analyze their actions leads to the fact that the need to lead others does not take extreme measures for them. They like to walk “unbeaten” roads and have their own opinions, which do not always coincide with the opinions of others. They do not like to impose themselves on others and have difficulty obeying them. They don't care what people say about them. At the same time, they have a tendency to criticize others. They like their word to be the last.

In the BM-2-11 group, a second test was conducted on the severity of leadership qualities among the respondents. The name of the test is “Leader”. According to the test result, it was revealed that out of 20 respondents, only 6 people have an average expression of leadership, which means that they have some aptitude for leadership, but they still need to be developed through various training tasks, and the remaining 14 have weakly expressed leadership. This means that these group members have virtually no opportunity to prove themselves as a leader; when such people are appointed to a leadership position, in most cases they will fail.

In the Bm-2-11 group, the third test was carried out, its name is “leader or administrator”. The test results revealed that out of 18 respondents, 4 people are 51% leaders and 49% administrators, 1 person is 49% a leader and 51% an administrator, 2 people are 52% leaders and 48% administrators, 3 people are 47% leaders and 53% administrators, 3 people are 53% leaders and 47% administrators, 1 person is 48% leader and 52% administrator, 1 person is 57% leader and 43% administrator ,1 person is 60% leader and 40% administrator, 1 person is 46% leader and 54% administrator, 1 person is 56% leader and 44% administrator. Thus, 12 people are mostly leaders, and 6 people are administrators (Figure 3).

Bibliography

1. Alekseev A.A., Gromova L.A. Psychogeometry for managers. - L., 2001 p.167.

2. Bandurka A.M., Bocharova S.P., Zemlyanskaya E.V. Psychology of management. - Kharkov, 2002 p.189.

3. Velkov I.G. Leader personality and management style. - M., 2003-s156.

4. Siegert V., Lang L. “Leader without conflicts” Moscow, 2001 publishing house “Economy” p.178.
5 Kabachenko T.S. Psychology of management. - Moscow, 2000 p.184.

6. Kovalev A.G. Team and socio-psychological problems of management. - Moscow, 2003 p.187.

7. Krichevsky R.L. If you are a leader. Moscow publishing house "Delo", 2000 p.224.

8. Lebedev V.I. Psychology and management. - Moscow, p.190.

9. Mikheev V.I. Social and psychological aspects of management. Moscow, p. 145.

10. Omarov A.M. Supervisor. Moscow, 2003 p.221.

11. Parygin B.D. Fundamentals of socio-psychological theory. Moscow, 2001 p. 176.

12. Pikelnaya V.S. Theoretical basis management. Moscow, 2000-s198.

13. Radugin A.A., Radugin K.A. Introduction to management. Social organizations and management. Voronezh, 2001 p.154.

14. Rozanova V.A. “Psychology of Management” Moscow, 2000 p. 178.
15 Shekshnya S.V. "Personnel management of a modern organization." Moscow, Business School, Intel Synthesis, 2002 p.231.

16. Shchekin G.V. "Fundamentals of personnel management." “Psychology of personnel management” Kyiv, 2002 p. 190.

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The psychological qualities of a leader allow him to establish and maintain good business and psychological contact with subordinate superior and subordinate managers and public organizations, as well as create a favorable psychological climate and mood in the team. The main socio-psychological qualities include:

sense of community

communication skills

initiative

self-control

feeling of empathy

The sense of collectivism is based on a deep understanding of the collective nature of society, its production. This is a feeling of collectivism as a socio-psychological category, as an organic property of the individual. If a leader lacks this property, then this cannot contribute to the formation of other positive socio-psychological qualities in him.

Sociability is the ability of a manager to easily and quickly enter into business and psychological contact with people, which allows him to quickly resolve issues that require his personal participation, as well as the ability to reliably convey information. In short, it is important for a leader to be able to find the right relationships with subordinates and take the right tone of communication. Subordinates should not feel like blind executors of the will of the leader, but rather participants in the overall process. And here the art of a leader is to be able to be the eldest among equals. This means that he must first of all use methods of explanation, persuasion, and only as a last resort - power methods.

Initiative. This concept is very multifaceted. This includes putting forward new ideas to improve labor production and management, improving the living conditions of subordinates, and improving methods educational work, and much more. The importance of this quality is especially great in the age of scientific and technological revolution. The initiative should be aimed at finding and using the best methods for implementing government plans and programs, and also be timely and realistically feasible.

Self-control is a very important quality of a leader in his relationships with people. Self-control helps a leader successfully resolve conflicts, the occurrence of which is almost inevitable. A leader who cannot control himself cannot inspire a sense of trust in his subordinates. Reasonableness, the ability to convince people, find a fair solution in the interests of the cause and restore the disturbed normal psychological climate in the team - all this constitutes the enduring value of the quality of self-control.

And it remains to be said about the feeling of empathy, i.e. sympathy, empathy, the ability to put oneself in the place of another. No one can live without them today, much less a leader. This is a set of socio-psychological qualities that a modern leader must meet. He is the standard that subordinates consciously or unconsciously imitate. In the management process, the manager performs a number of specific functions, including:

Organization and planning of the team’s activities and one’s own work;

Distribution of tasks and instruction of subordinates and control over them;

Checking and evaluating work results; familiarization with all the new products in the world of business, engineering and technology, putting forward and considering new ideas and proposals;

Resolving issues beyond the competence of subordinates; familiarization with current correspondence;

Answering calls and receiving visitors, conducting negotiations;

Conducting meetings and representation;

Filling out reporting forms;

Training.

While carrying out his daily duties, the manager communicates with various categories of people. First of all, these are partners. Sometimes they can be very unpleasant, making absurd demands and even threatening, but in any case they need to be treated correctly, without showing irritation. Another category of people with whom you have to communicate are managers of various ranks. In conversations with them, you should express yourself clearly and unambiguously, adhere only to facts or your own considerations, and briefly express your thoughts. When posing a problem, it is best to immediately offer a solution to it, so that the boss does not deal with it from start to finish. And finally, the manager constantly communicates with colleagues - heads of other departments. He cannot have a direct influence on them, and here it is especially necessary to be able to negotiate, bargain and persuade. In the communication process, the manager has to perform three main roles. Firstly, it is the role of a coordinator, connecting one group of people with another and facilitating dialogue between them. Secondly, this is the role of an informant, ensuring the reception, transmission and processing of various types of information. This role can be played by a controller who monitors the work of subordinates and compares it with the goals set. It can be taken on by a disseminator of ideas who is aware of all changes affecting the work of employees, informs them about this, and explains the company's policies. This is also a representative who explains the meaning and nature of problems to other departments or partners. Third, it is a decision-making role. She is played by an entrepreneur looking for new ways to achieve her goals and taking full responsibility for the risks associated with them. She is played by the manager responsible for allocating the firm's resources. Finally, she is played by a representative of the company negotiating with partners.

Leader's personality

In relation to the personality of a leader, you can use the classification proposed by the American psychologist M. Shaw (1971). Following the logic of his reasoning, the personality of a leader can be “decomposed” into three classes of components:

Biographical characteristics;

Capabilities;

Personality traits.

L. Iacocca wrote: “If a person at the age of 65 can still work and cope well with his duties, why should he resign? The retired manager worked in the company for a long time and knows everything about it. Over many years he has learned a lot If a person is physically healthy and eager to do his job, why not use his experience and knowledge?” But the history of the development of entrepreneurship shows that the origins of the creation of the largest industrial giants of our time were often very young people - A. Morite, A. Hammer. Therefore, the age of the leader does not matter. Another characteristic of a leader's personality is gender. The track record of a modern woman is not surprising: director, boss, diplomat, etc. It is difficult to find an area of life in modern society where a woman does not play an important, sometimes key, role. Recently, there has been increasing interest in models of female behavior. From the point of view of psychologists, women have a greater interest in relationships between people, which is considered a plus in terms of leadership effectiveness. It is still difficult to say who is more effective as a leader: a man or a woman. In contrast to age and gender, socioeconomic status and education are extremely important for management careers. The fact that educational level plays an important role in a manager’s career is emphasized by many authors (L. Iacocca, R. McNamara, A. Morita). Currently, in our country, many managers have diplomas in 2 specialties (engineering, economics and social sciences), and knowledge of a foreign language is emphasized. A leader's abilities are divided into general (intelligence) and specific (knowledge, skills, etc.). Intelligence from the Latin intellectus - understanding, cognition, in a broad sense - the totality of all human cognitive functions and perception to thinking and imagination.

What does it take to become a leader?

Leadership is the art of influencing people, inspiring them to willingly strive to achieve certain goals. Very often, unfortunately, especially in politics, these turn out to be the personal ambitious goals of the leader himself. People follow a leader primarily because he is able to offer them (although not always actually give) the means to satisfy them. critical needs, indicate the desired direction of activity. The power of a leader is based on good knowledge of his subordinates, the ability to put himself in their place, analyze the situation, determine the nearest and long-term consequences their actions, the desire for self-improvement, the ability to instill confidence in subordinates, the awareness of the need to perform certain actions, because the behavior of employees most often reflects what is expected of them. The leader perfectly feels and understands the psychological characteristics of partners, opponents, and superiors, and skillfully uses them in official and informal contacts. Convincing others, he shows enviable flexibility and the ability to compromise. But the true source of a leader’s power over people is his independence, his readiness to vacate his position at any time, since expressing the interests of the collective does not at all mean submission to it. First of all, this is a personal desire to occupy a high position, which not everyone has, and, accordingly, a willingness to take on the associated responsibilities, responsibilities, and risks. It is believed that a successful leader has an almost magical ability to find himself in right moment in the right place. Such a property does not fall from heaven, although in a certain sense it, like talent, is a gift from God. But talent without work is nothing, so a leader must constantly and persistently strive forward, despite any obstacles, persistently moving towards own goal. Finally, an applicant for leadership at a high level must, by the age of 35, have accumulated significant experience in performing various functions and “matured” as a major leader. The duration of this maturation Western specialists determined at 5 - 7 years, i.e. The rapid rise of your career should begin at 27 - 28 years old. Life is not easy for leaders. On their way, they encounter many difficulties, the main one of which, by universal recognition, is the leadership of subordinates. In second place is the planning of the company's activities and in third place is the dismissal of employees. Among others that did not make it to the “podium”, we can note the problem of managing one’s time, delegation of authority, financial “wilds”, decision making and conflict resolution. There are two psychological types of leaders: “players” and “open”. The former look impressive, reliable, and flexible in appearance. They know how to “show off”, and therefore quickly change positions, following exclusively their interests. In fact, they do not know how to work with full dedication and do not cope well with problems. "Open" leaders are not as visible, but they are consistent; they take on any of the most difficult cases, strive to conscientiously delve into everything, thereby gaining lasting trust and respect for a long time. They are also flexible and act taking into account circumstances, but they do not live for today, but are focused on the future. They are the true leaders who have unquestionable authority among their subordinates. Subordinates are impressed by a leader who takes responsibility, boldly makes decisions, and honestly admits mistakes. The growth of authority is also facilitated by tolerance for people’s weaknesses that do not interfere with work. Authority takes a long time to gain and is lost quickly. And the main reasons for this are inactivity and reinsurance. Mistakes have practically no effect on authority - no one is immune from them, but they can be corrected. It’s not difficult to make them if you want. Typically, an authoritative leader is a leader by nature. But what to do if it is not there? It is possible, even temporarily, to put a smart, well-trained specialist in charge of the business. And in order to accurately select such a person, you need to know the qualities that must necessarily be inherent in him. There are three groups of such qualities: personal, professional, organizational and business. Personal qualities primarily include honesty and decency, which always presuppose compliance with the norms of universal morality, modesty and fairness towards others. A leader must try to understand his subordinates, see them as individuals worthy of respect, be able to understand their behavior, be humane and care about people, strive for cooperation, while taking into account the interests of everyone. A manager must be principled in all matters, be able to withstand pressure both “from above” and “from below”, consistently and firmly stand his ground, not hide his views, defend to the end the values that they profess and help others gain these values through by personal example, and not by moralizing, to firmly keep your word.

The job of a manager is extremely difficult, and therefore one of his most important personal qualities there must be good health which helps to be energetic and resilient, courageously endure the blows of fate, and successfully cope with stress; To maintain good physical health, you need constant training, balanced loads that involve changing types of activities - after all, rest does not lie in idleness, but in switching to another job. Therefore, it is necessary to rationally distribute strength and energy between all your affairs in order to achieve success in each, but you cannot accustom yourself to constant stable loads and from time to time destroy the usual patterns of action, because when a breakthrough is required, the exhausted leader will no longer be capable of it. However, physical health alone is not enough for a manager. He must also be an emotionally healthy person, otherwise he simply cannot withstand all the overloads that fall on his head. Therefore, you need to form positive emotions in yourself ahead of time: empathy, which makes a person humane; excitement, stimulating activity, interest and curiosity, helping to move forward and explore new areas of activity; confidence that adds solidity. Making management decisions requires managers not only to have qualifications, but also to have emotional maturity, which is expressed in the ability and readiness to meet acute situations halfway, to cope with them successfully, and not to make an unsurvivable tragedy out of inevitable defeats. life path any manager. A modern manager must actively combat his own shortcomings, develop a positive attitude towards life and work, create a “healthy” environment by promoting and training people, revealing their abilities and talents; at the same time, there is no need to be afraid of losing authority - in most cases, employees pay for such an attitude towards them, on the contrary, with recognition and gratitude.

Another group of qualities needed by any manager is professional. This is competence, i.e. system special knowledge and practical skills. It can be special and managerial. This is culture - general, technical, economic, legal, informational, psychological and pedagogical. A number of other points are also important. First of all, a modern manager is distinguished by a good knowledge of reality, both internal and external, an understanding of the goals of the company and his department, the ability to see problems, highlight the most significant aspects of them, and be receptive to novelty and changes. This is impossible without having above-average mental abilities, the ability to analyze a situation, create and critically evaluate various plans and programs, make decisions, take responsibility for their implementation, work hard and persistently for this, be energetic and decisive. However, the leader must not only be well trained and highly educated, but also creative personality. He is required not only to believe in his Creative skills, but also to appreciate such abilities in others, to be able to mobilize and use them, overcoming all the obstacles encountered along the way. To do this, you need to be persistent, feel the need for change, be able to break with traditions, perceive new ideas and innovative solutions, and systematically use them. A creative leader typically works with groups using brainstorming techniques, encourages the free expression of emotions and ideas, and continually learns, including own mistakes. Creativity is unthinkable without the ability to find information and share it with subordinates, listen to others no matter who they are, be open with colleagues, seek feedback, not isolate yourself from what threatens established views on the world, while questioning everything , understand the position of others, find people everywhere who are of at least some interest to the company. But the most important thing for a manager is to grasp everything on the fly, to link newly acquired knowledge with old knowledge, to have the skill and ability to learn both on and off the job, increasing competence, but avoiding one-sided specialization. Training usually begins from the moment you take office and never stops. The next group of qualities of a manager that define him, strictly speaking, as a manager are organizational and also business ones. They reflect the level of organizational culture of the manager, his mastery of the technology of management work: selection, placement and use of personnel, development of norms, standards and regulations, personal plans and activity plans of departments, services, operational plans and schedules for carrying out activities, communicating tasks to performers, briefing, management, control. Organizational qualities include, first of all, determination. The nature of modern life requires clear and reasonable goals from the manager. Without them, he may lack firmness and determination, miss good opportunities, and waste time on trifles. Since everything in the world is changing, in order to stay afloat, the manager must adjust these goals. But determination is not only about setting goals, but persistently striving for them. This is what distinguishes a manager from other employees. Another organizational quality that should be inherent in a manager is efficiency. It lies in the ability to clearly and timely set tasks, make informed decisions, control their implementation, and be prompt and orderly in actions and deeds. An important organizational quality of a manager is energy, that is, the ability to infect people with confidence, the desire to act through logical suggestion, personal example, own optimism. A manager must have discipline and self-control. Without this, he will neither be able to call others to order nor control their activities. Therefore, a manager must control his emotions and moods, study the emotions of others to find an approach to their behavior, and also control the discipline of subordinates. A distinctive feature of a manager should be increased performance, the ability to work hard, without, however, sacrificing oneself and without becoming a “work addict” (in leading companies it is considered bad form for senior managers stay in the office after the end of the working day or take work home). You need to save your energy for what’s important, not waste it, and be able to rest, including during business trips. The manager must be sociable, contactable, i.e. sociable, focused on the outside world, showing interest in others. He must be able to win people over, listen and understand them, and convince them that he is right. From the point of view of contact, several types of leaders can be distinguished.

Firstly, those who spend most of their time, approximately 2/3, on their subordinates and only 1/3 on implementation external relations. Secondly, those who devote approximately equal time to both. Thirdly, those who only have vertical contacts with superiors and subordinates, but do not want to get to know colleagues at their level. Fourthly, those who avoid all contacts altogether. The first and second types of leaders are good for operational management, the fourth - for the strategic. The third type of leader does not generally meet the requirements for modern managers.

An important trait of a manager is realism. He must be able to correctly assess his capabilities and the capabilities of his subordinates, their actions, and not have his head in the clouds, then it will not be so painful to fall if he fails. A good manager is characterized by healthy optimism and confidence. It is impossible to lead people without self-confidence. Confident people know what they want. They never take shortcuts. Their views on issues are always clear and clear, and they strive to ensure that everyone knows about these views, and therefore freely express their point of view, ensuring that they are heard and understood, but at the same time respect other people and their opinions. Good leader Must be able to ensure employee involvement in work. To do this, it is necessary to properly encourage people, turn any, even the most tedious work into an exciting game, looking for non-standard approaches and unknown facets in solving a problem, and flavor their actions with a certain amount of adventurism to make them even more attractive. He must take into account the desire of his subordinates to achieve a certain position in this world, know their ideals and contribute to their implementation. But the most important thing is that a manager must have the ability to lead, organize and support the work of a team, and be ready for action and risk. He must be able to determine the scope of his official powers, the ability to act independently of management, encourage people to obey, get rid of ballast, and help those who remain become themselves, and not crush them under themselves. To do this, the manager must have tolerance for the weaknesses of people that do not interfere with work, and intolerance for everything that interferes with the successful solution of the tasks facing him and the team. It must be borne in mind that there is not and will not exist a manager who has universal abilities and acts equally effectively in any situation.

Commandments of the leader.

Never assume that your organizational methods are the best. One of the main principles should be this: everything can be done better than it was before

Never start work unless its purpose and objectives are clearly defined.

Remember the words of the great Seneca: “Whoever does not know which harbor he is sailing to, there is no favorable wind for him.”

Work according to a clear and specific plan (excessive overall plan practically not implemented)

Remember that of the three evils: error, reinsurance, inaction, the least is the first. Don’t be afraid to make mistakes: once you understand the mistake, you can correct it. And overinsurance and inaction will deprive you of your authority

Develop a sense of self-control of emotions, develop the habit of restraining yourself and not losing composure. Horace also noted: “Anger is short-term madness.”

Give tasks and orders in a calm tone, formulating them clearly, completely and constructively

A bad leader knows what to do, but a good leader shows how to do it.

The basis of healthy relationships with subordinates is mutual respect. Injustice leads to loss of respect

Know how to find the rational grain even in unkind criticism addressed to you. Leonardo da Vinci believed that “an enemy who seeks out your mistakes is more useful than a friend who wants to hide them.”

If one of your subordinates expresses an opinion that contradicts yours, criticize the opinion, not its author

Don’t forget to appoint someone responsible for the work and hold him accountable for its quality

Don't forget about rewards and punishments. Be careful, as a rule, penalties and rewards should have an impact not only on the person to whom they are intended, but also on the team

When talking with subordinates, do not allow yourself to look through papers unrelated to the conversation without apologizing to them, look out the window detachedly, or drum your fingers on the glass, expressing impatience

Speak to people not according to their position, but according to their liking. The penetration and cordiality of a conversation with subordinates has a strong impact on the latter

Know how to select and train personnel. Selecting and training a skilled subordinate is always a more prudent task than doing the job yourself

In relationships with subordinates, do not let yourself be captured by personal likes and dislikes. Let the highest criterion for assessing a subordinate and your attitude towards him be the interests of the business

You cannot make promises if you are not sure that they will actually be kept. The leader's word must be a guarantee of the promise.

A sense of humor is an essential quality for a leader. Make jokes yourself and let your subordinates joke. A good-natured, friendly joke creates an atmosphere of trust, makes work easier, more attractive and productive. Remember that in some situations you can achieve success more quickly with a joke than with severity or formality

Strive to say “I” as little as possible and “we” more. “I” is the last letter not only in the alphabet, but also in the collective

Code of culture of relationships between the manager and members of the workforce:

Don't scream, it's hard to hear someone screaming

Do not interfere unnecessarily in the affairs of your subordinates

Willingness to give up your wrong decision is more important than false prestige

Knowing the capabilities of your employees is the dignity and advantage of a good leader

The ability to combine demandingness with tact is a prerequisite for a healthy moral and psychological climate of the team

Know how to say "no"

A cultured person says hello first

Be self-critical

Be attentive to those who praise you, look for the motives of their actions

The manager is not offended - he analyzes

Always thank your subordinate in a timely manner for good work

The object of criticism, as a rule, should be the poorly performed work, and not the personality of the performer

Criticizing the mistakes of subordinates should not kill their sense of independence

Criticism should not destroy trust between the manager and subordinates, but for the sake of trust, mistakes and omissions in their work cannot be glossed over.

As already noted in the first chapter of the work, the most important condition successful management, one of the essential criteria of managerial effectiveness is the personality of the manager himself. Next we will talk about what traits a modern professional manager should have.

Socio-biographical characteristics of a leader’s personality

In psychological science there is still no single concept, a single understanding of what personality is. At the same time, there is a fairly large number of studies devoted to the personality of the leader. Let's look at one of them. American psychologist M. Shaw proposed the following classification of a manager’s personal qualities. In his opinion, the personality of a leader can be “decomposed” into three groups of characteristics:

a) biographical characteristics;
b) abilities (including management);
c) personality traits (personal qualities).

Well-known specialist in the field of management psychology R.L. Krichevsky supplemented this classification with another group - managerial characteristics. Let's take a closer look at each of the listed groups.

Socio-biographical characteristics of the leader’s personality include: - age; - floor; - social status; - education.

Age. There are many specific questions associated with it: for example, what is the optimal age for managers, at what age should a manager leave his position, etc. On the one hand, there are many arguments in favor of the fact that age (and therefore experience) has a positive effect on the quality of management. Let's call them arguments in favor of old age. Judge for yourself: the average age of presidents of large Japanese companies is 63.5 years, vice-presidents - 56 years. That's quite a lot. Even if we take into account the high life expectancy in the Country rising sun. As for the United States, the average age of presidents of large companies there is 59 years. On the other hand, it would be a mistake to think that only mature age and experience give reason to expect a high position and managerial success. There are many arguments in favor of youth. A. Morita founded the world-famous Sony Corporation at the age of 25. A. Hammer, head of Occidental Petroleum, earned his first million dollars at the age of 21, while a student. Thus, there is reason to believe that age does not have a significant impact on leadership and managerial effectiveness. It means that a good manager(as well as bad) you can be at any age.

Floor. Who is more effective as a manager? Some people think that they are men, others that they are women. Supporters of managerial patriarchy prove their point of view, relying not only on their personal experience, but also on serious research. For example, the English researcher E. Holander found that in certain types of activities that require speech activity (and management activities are exactly that case!), women in the presence of men behave rather timidly, are more often irritated and lose their balance in difficult situations. In addition, observation of the process of communication between jurors (research by F. Strodtberg and R. Mann) showed that men are much more actively involved in the discussion on reaching a verdict. The same is confirmed by the data of E. Eriz, who found that when solving group problems, men are the initiators of 66% of all communicative interactions in the group. On the other hand, supporters (supporters!) of managerial matriarchy also have some grounds for defending their positions. Women are more attentive to the emotional state of other people, more responsive, able to achieve greater success in creating a psychological climate in the team, etc.

Social status and education. Both status and education are, of course, important not only in order to occupy a managerial position, but also in order to successfully function in it. The typical high-ranking Western manager has at least one university degree. And it’s not just about having a diploma, even from the most prestigious university. Education is, first of all, the level of professional training, the ability to apply one’s knowledge and skills in real life. You can get a position thanks to your diploma, but having a diploma will hardly help you to keep it and cope with the job; This requires, first of all, knowledge and skills. Success is determined not by what is written on the diploma, but by what is in your head.