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1) Biographical characteristics (gender, age, education)

Floor. Traditionally, research in the field of management psychology is focused on male leaders, since at all times (except for distant matriarchy) men clearly dominated among leaders both in the civil service and in business. The role of sociocultural factors is manifested in the fact that the vast majority of women from childhood are oriented by society to a relatively modest social status - mother, wife, children's teacher, husband's assistant. Therefore, a woman leader still has to overcome additional difficulties to achieve success. The success of female leaders is attributed to chance, luck, the success of male leaders is attributed to personal qualities (R. Rene, USA). Taking into account this kind of stereotypical ideas is important for women managers who have to actually prove the “normality” of their presence in the role of “boss”. A man usually doesn't have to do this. The second group of factors is manifested in a greater dependence of the mood and mental state of women on physiological cycles (pregnancy, breastfeeding, menstrual cycle, menopause), burden with natural concerns about the family, less emotional balance and impartiality, and a stronger coloration of business than in men. relationships into personal tones and perceptions of employees through the prism of likes and dislikes. There is no unambiguous assessment of these factors in management psychology. Some authors, mostly women, regard them as conducive to effective leadership (F. Denmark, A. Eagle, B. Johnson value the “gentleness” and “humanity” of female leaders, their superiority over men in understanding the personal problems of employees, commitment to a democratic style manuals). Most researchers adhere to the opposite point of view: increased emotionality and personal orientation in business relations acts as a negative factor in effective leadership. But it can be neutralized if a woman leader “develops high resistance to frustration and emotional outbursts, will be more “thick-skinned” (M. Richter).(1)

Age. The second most important biological characteristic affecting the effectiveness of a manager is age. Modern management theory cannot unambiguously answer the question about the optimal age for the beginning, flourishing and completion of a manager’s business career. But there is a generally accepted opinion about the undeniable influence of this factor on the effectiveness of a manager: higher management positions require more mature age. Some management structures (army, state apparatus) clearly regulate the occupation of high positions; it is almost impossible to become a general at the age of 20-35. In business, this factor is not so strictly regulated. But there is a pattern in the occupation of high positions by people of mature age. In Japan, the average age of presidents is large companies in the manufacturing industry - 63.5 years, in the USA - 59 years (T. Kono). The vice presidents are somewhat younger, approximately 55.7 years old. The president of a Japanese company is usually a person who has worked in it for at least 30 years, and holds this post for 8 years. In this country, there are relatively many effective managers of a very mature age - over 70 years old, although some corporations (Sony Corporation) limit the age limit for holding senior positions to 65 years. Similar restrictions are widespread in Europe and America. Both young and elderly age have their own advantages and disadvantages that affect the effectiveness of a manager. The main advantages of a young leader: energy, high susceptibility to innovation and entrepreneurship, good health, good performance. But they are inferior to their senior colleagues in experience, specific human capital - knowledge of the specifics of the organization, composure, wisdom, and the ability to distinguish the main from the secondary. Where mechanisms for competitive personnel selection are weak and it is difficult to determine clear performance criteria (civil service), taking into account length of service and age is advisable. Where the effectiveness of management is regularly tested by competition and the results of performance are quite tangible (business area), establishing age barriers is inappropriate.(1)

Education. TO objective factors effective leadership includes a person's socio-economic status, his status in society and the education he has received. Research clearly confirms the direct dependence of holding leadership positions on a person’s social origin and status. F.E. Fiedler: “The best way to become the president of a company is to be born into a family that owns the company.” History knows many counter-examples, but there is a correlation (lat. Correlation, correspondence, interdependence) between socio-economic status and the position held. This is largely due to such an indicator of social status as education: people from wealthy families have greater opportunities to receive the best education and work. Education occupies an intermediate position between the objective and subjective factors of effective managerial activity, since the solid assimilation of knowledge and its productive use is not bought with money, but depends on personality traits, individual abilities and the level of intelligence.

Basic professional (business) qualities of a manager.

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

Social intelligence is the ability to understand and correctly interpret the feelings of other people, to put oneself in the place of another, to know what can be demanded from a particular person and what not. This is the ability to behave according to the situation, to create, through communication, an atmosphere most conducive to the success of the business. Without this quality, it is very difficult for a manager to create an appropriate climate in the team that will contribute to the economic success of the organization.

Adequate self-esteem is expressed in the ability to self-observation, self-control, criticality and correction of one’s behavior. Inadequate self-esteem is manifested in selective perception of information (for example, a manager discards information that could reduce the assessment of his activities in his own eyes or begins to evaluate subordinates not by the objective results of their activities, but by how well they can adapt to his expectations). Inflated self-esteem and the inability to correctly assess one’s capabilities and professional competence lead to the manager taking on impossible tasks. In turn, low self-esteem gives rise to self-doubt and negatively affects relationships with colleagues or subordinates.

It has been established that the amount of objective information received by a manager about himself and contributing to adequate self-esteem is inversely proportional to the level of the position held. How highest level The manager occupies a position in the management hierarchy of the organization, the less critical information about himself he receives. Therefore, the problem of the adequacy of self-esteem is primarily important for management personnel top level. Various methods of psychocorrection help solve it.

Professional knowledge. It has been established that as one approaches the top of the management pyramid, the amount of required highly specialized knowledge decreases. Thus, the director of a plant or the president of a company does not need to know production technology as thoroughly as the chief technologist is familiar with it. However, the top manager must know whether production processes meet international standards, what are the technological and economic connections between enterprises in the industry, what are the most promising types of products, etc. Those. Along with the necessary knowledge in the field of management, he needs to have a general understanding of special issues.

General and special abilities of a leader.

General organizational skills:

I general management, the need for which is determined by the content of management activities as a type of professional activity.

Were revealed by Umansky and include:

1. psychological selectivity, which manifests itself in the following:

Quick, accurate, unconscious reflection of the psychological components of other people

Emotional synchrony is empathy

The ability to quickly and adequately characterize the mental abilities of other people

Selective psychological memory and observation

Tendency to psychic analysis

2. practical psychological mind:

Adequate distribution of responsibilities, taking into account the individual characteristics of people.

Quick orientation in situations requiring practical application of knowledge

The ability to evoke stimulating motives for activity

Find ways and means to get people interested in the cause

Taking into account relationships, personal likes and dislikes, mental differences of people when uniting to perform collective activities

High degree of learning ability

3. psychological tact

A sense of proportion in interacting with people

Speech adaptation to different people

Sense of the situation

Sensitivity, ease of communication

Objective approach to subordinates

4. public energy.

Emotional and speech impact

Volitional impulse

Logical persuasiveness

Confidence in your strength

Faith in the business and the ability to implement it

Optimism

Ability to take risks

5. demandingness.

Courage

Constancy

Flexibility

Independence

Variety of forms of expression

Personalization

6. criticality.

Critical observation, as the ability to see shortcomings

Independence

Goodwill

Logic and argumentation of criticism.

7. a penchant for organizational activities.

Spontaneous inclusion in organizational activities.

Taking on the role of organizer and responsibility for the work of other people

Emotionally positive well-being when performing.

Basic abilities that determine the effective implementation of individual management functions:

1. ability to set goals

Ability to generate, formulate and prioritize goals

Ability to formulate goals in front of subordinates

2. ability to predict

The ability of a manager to predict the development of events and build management not according to the type of reactive (passive) strategy, but on the basis of an active-prognostic strategy.

3. ability to plan.

4. ability to make decisions. Not compensable.

5. communication skills.

Psychologically, they are based on: sociability, empathy, reflexivity...

6. motivating

7. control ability.

Adequate assessment of the performance of subordinates and subsequent incentive or punitive sanctions.

II special abilities.

Associated with the development of basic mental processes. The higher the level of development, the higher the efficiency indicator. Long-term memory is the basis of professional experience. Operational basis for the implementation of operational management functions. Development of perception, imaginative processes, practical thinking.

Personal traits of a leader.

1. Dominance and self-confidence as professionally important qualities of a leader’s personality.

The most famous, containing characteristics of the personality traits of a leader, is Stogdill’s work, which summarizes data from more than 3 thousand tests. As a result of a comparative frequency analysis, the following personality traits of a leader were identified:

Dominance (dominance, influence). A personality trait consisting of the ability and need to influence other people and bend them to one's will. It is the basis for the implementation of the main mechanism for regulating management activities - the mechanism of power relations. The results of the study show that in the presence of fairly strict dominant relations between the manager and subordinates, the latter realize their working potential by 60%. Prerequisite for an authoritarian leadership style.

Self confidence

2. Emotional balance and stress resistance of the leader.

Emotional stability

Calmness, stability, self-confidence, resistance to stressful situations. Increased emotional stability implies a decrease in the direct emotional response to problems and an increase in the role of the rational component of understanding. The negative component that a leader has due to his low emotional stability can be repeatedly reflected in the states of his subordinates, which entails a decrease in the effectiveness of the entire joint activity of the group or team. The results of the study showed that successful promotion, certain achievements at work and, in general, success in life depend 80% on the emotional component and 20% on the cognitive one.

Stress resistance is the ability to self-regulate. G. Selye was the first to identify stress as a wide range of states of increased tension that arises in response to various extreme influences (stressors).

The main stressors of management activities:

1.information load factor

2.factor of information uncertainty

3.responsibility factor - the main stressor because it includes responsibility for the result, for oneself, for others

4.time shortage factor

5.factor of interpersonal conflicts

6. factors of intrapersonal (role) conflicts

7.factor of the field of focus of behavioral activity. The need to perform many functions leads to interference.

8.system of external environmental factors:

Competition factors

Factors influencing the criminal environment

Factors of instability of macrosocial and macroeconomic dynamics

Depending on the degree of stress resistance, there are 3 types of leader personality:

1 can withstand stress loads long time adapting to stress (ox stress)

2, even with relatively short stress exposures, they malfunction (rabbit stress)

3 can work effectively only in a state of stress (stress of the “lion”)

Conditions for stress resistance:

1. parameter of internality/externality

2. general motivational orientation of the individual (self-oriented - personal-career; focused on business - social-professional).

Behaviors under stress:

1 fear control

2 hazard control.

3. Creativity, motivation to achieve success, entrepreneurship, independence.

Creativity - creative abilities, i.e. the ability to generate unusual ideas, deviate from traditional thinking patterns, decide quickly problematic situations and generate new ideas. Characteristics of a leader's creativity:

1 fluency

2clarity

3 flexibility of thinking

4 sensitivity to problems

5 originality

6 constructiveness

7 ingenuity

The creative method in management activities is based on:

1 open and critical thinking. In an open mindset, the emphasis is on actively encouraging as many original ideas regardless of the possibility of their implementation and how well-reasoned they are.

Characteristics: emotionality and completely intuitive action, a combination of the most diverse new elements, no prohibitions.

Critical thinking involves a rational discussion of ideas, taking into account such parameters as the focus of ideas on solving a problem, time, budget...

Characteristics: analytical, practical implementation of ideas, orientation to political and economic realities.

2 algorithm of the creative process in the form of 5 stages.

Information

Incubation is the most important stage at which creative work occurs on an unconscious level. Having collected necessary information take a break.

Insight - ideas come spontaneously.

Integration - combining ideas, bringing them to final form

Illustration - determining which ideas will be implemented and which will not.

3 creative method - open thinking techniques. The most important catalyst for creative thinking, which allows you to stimulate the generation of many ideas, combine different elements, create new combinations, support a creative direction of thought, temporarily abandoning stereotypical thinking and critical analysis.

4 nominal group technique. Individual work, the results of which will subsequently be discussed in the group. There are 6 stages:

1st generation of ideas - everyone works independently, but records ideas on paper

2 exchange of ideas - each person takes turns presenting their ideas

3 development of ideas – discuss and explain the meaning of their proposals

4 choice of best options

5 review of decisions made - comments are made.

Striving for achievement

Enterprise

Responsibility

Independence

Sociability

4. Communicative competence of the manager.

According to a number of psychologists, we can talk about the communicative culture of an individual as a system of qualities, including:

1. Creative thinking;

2. Culture of speech action;

3. A culture of self-tuning for communication and psycho-emotional regulation of one’s condition;

4. Culture of gestures and plastic movements;

5. The culture of perception of the communication partner’s communicative actions;

6. Culture of emotions.

The communicative culture of an individual, like communicative competence, does not arise out of nowhere, it is formed. But the basis of its formation is the experience of human communication. The main sources of acquiring communicative competence are: socionormative experience folk culture; knowledge of the languages of communication used by folk culture; experience interpersonal communication in the non-holiday [form] sphere; experience of perceiving art. Socionormative experience is the basis of the cognitive component of the communicative competence of an individual as a subject of communication. At the same time, the actual existence of various forms of communication, which most often rely on a socio-normative conglomerate (an arbitrary mixture of communication norms borrowed from different national cultures, introduces the individual into a state of cognitive dissonance). And this gives rise to a contradiction between knowledge of communication norms in different forms communication and in the way suggested by the situation of a particular interaction. Dissonance is a source of individual psychological inhibition of a person’s activity in communication. The personality is excluded from the field of communication. A field of internal psychological tension arises. And this creates barriers to human understanding

Communication experience occupies a special place in the structure of an individual’s communicative competence. On the one hand, it is social and includes internalized norms and values of culture, on the other hand, it is individual, since it is based on individual communicative abilities and psychological events associated with communication in the life of an individual.

The dynamic aspect of this experience is the processes of socialization and individualization, realized in communication, ensuring the social development of a person, as well as the adequacy of his reactions to the communication situation and their originality. In communication, a special role is played by mastering social roles: organizer, participant, etc. communication. And here the experience of perceiving art is very important. Art reproduces a wide variety of models. human communication. Familiarity with these models lays the foundation for an individual’s communicative erudition. Possessing a certain level of communicative competence, a person enters into communication with a certain level of self-esteem and self-awareness. The personality becomes a personified subject of communication. This means not only the art of adapting to the situation and freedom of action, but also the ability to organize a personal communicative space and choose an individual communicative distance. The personification of communication also manifests itself at the action level - both as mastery of the code of situational communication, and as a sense of what is permissible in improvisations, the appropriateness of specific means of communication. Thus, communicative competence is a necessary condition for the successful realization of personality.

Introduction 4 1. Personal qualities and psychological characteristics leader. 5 1.1.Psychological types of leaders. 7 2. Study of the psychological portrait of a manager’s effectiveness in the automotive business (using the example of the KIA car dealership) 10 2.1. Studying the management system of the KIA car dealership 10 2.2. Functions and responsibilities of KIA car dealership employees 11 2.3. Research methods 12 3. Recommendations to the manager on the effectiveness of organization management 15 Conclusion 18 References 21 Appendix 1 24

Introduction

Nowadays everything more attention focuses on identifying opportunities, personal and business qualities that must be possessed modern leader. Unfortunately, it is quite difficult to put forward basic requirements, because certain qualities can be useful in one, and be completely out of place in another. professional field. The larger and more stable the organization that the manager heads, the more knowledge and skills he must have. Knowledge should be not only theoretical, but also practical, i.e. The manager must have experience in this position. Very often there is not enough acquired skills, knowledge and work experience to manage an organization, which is why the question arises about the socio-psychological portrait of a leader, his ability to get along with other people and not experience a social barrier. The purpose of the presented work is to study the socio-psychological portrait of managers, management styles and types of organizational leadership. Studying this topic requires solving the following tasks: 1) studying the psychological types of a leader; 2) determination of professionally important qualities successful leader 3) study of the psychological portrait of a leader’s effectiveness. The object of the study is leaders different levels, and the subjects of the study are the individual typological characteristics of the organization’s leaders. The research method is questionnaires. Research base - KIA car dealership

Conclusion

As a result of my research, a number of conclusions can be drawn. The effectiveness and success of management activities is influenced by personal qualities leader, his suitability for leadership work and psychological readiness to management. Personal characteristics a leader is directly related to his psyche, subjective qualities, innate, acquired or developed abilities. Without the ability to select, prepare, organize, interest, motivate and evaluate people, not a single accepted management decision will not achieve its goal. Regardless psychological type As a leader, you need to try to work more collectively rather than placing all the difficulties either on yourself or on your subordinates. A leader’s psychological resources include a system of psychological characteristics (personal qualities), which consistently manifest themselves not only in the leader’s style of behavior in the process of business communication, but also in the style of his thinking, in individual characteristics making and implementing decisions, searching for management schemes, etc. Almost everything psychological characteristics include personal business qualities, regardless of the type of manager, he must have them (competence, efficiency, efficiency and organization), specific management characteristics (responsibility, willingness to take risks, systems thinking, loyalty and conformity), as well as additional characteristics, the composition of which may depend on the position of the manager in the hierarchy and on its characteristics. The significance of almost all psychological qualities of a leader increases as the scope of his rights and responsibilities increases. Personal responsibility, loyalty and conformity can be considered the most significant universal qualities leader, since a deficiency of these very qualities can cause greatest damage both hierarchy and manager. Leadership style in the context of management is the habitual manner in which a leader behaves towards subordinates in order to influence them and motivate them to achieve the goals of the organization. A leader, like no one else, must adhere to professional ethics in communication with subordinates, partners or with senior management. To effectively lead a team, a leader must have moderate sociability and the ability to understand people. He must learn to do the work with the hands of his subordinates, that is, be able to correctly distribute specific tasks among them. Being objective and separating personal and professional is one of most important tasks successful leader. There is an opinion that it is impossible to involve friends and relatives in the work, but again, each manager decides this personally for himself. The extent to which a leader delegates his authority, the types of power he exercises, and his concern for human relations or about completing a task - all reflect the leadership style. It is important to be able to assemble a team, as we have already noted in the study, it is necessary to take into account gender, age, work experience, qualifications of employees, and combine people different temperaments. Subsequently, such people will complement each other. To be a manager means to be the head of the company, to be responsible not only for yourself and your work, but also for the work of each employee. It is important to be not only a boss, but also a psychologist, and to some extent even a teacher. Complex tasks solve through compromises and always try to make concessions.

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