Democratic management style - report. Big encyclopedia of oil and gas

Leadership style- the behavior of the leader in relation to subordinates in order to influence them and encourage them to achieve the goals of the organization.

According to Likert's theory, there are four leadership styles:

Exploitative-authoritarian: the leader has clear characteristics of an autocrat, does not trust subordinates, rarely involves them in decision-making, and forms tasks himself. The main stimulus is fear and the threat of punishment, rewards are random, interaction is based on mutual distrust. Formal and informal organization are in conflict.

paternalistic-authoritarian: the manager favorably allows subordinates to take limited part in decision-making. The reward is real and the punishment is potential, both of which are used to motivate workers. Informal organization is somewhat opposed to formal structure.

Advisory: the leader makes strategic decisions and, showing trust, delegates tactical decisions to subordinates. The limited involvement of employees in the decision-making process is used for motivation. The informal organization does not coincide with the formal structure only partially.

Democratic leadership style is characterized by complete trust, based on the wide involvement of staff in the management of the organization. The decision-making process is dispersed across all levels, although it is integrated. The flow of communications goes not only in vertical directions, but also horizontally. Formal and informal organizations interact constructively.

50 Democratic management style (collegiate)

Democratic style management is characterized by the distribution of authority, initiative and responsibility between the head and deputies, the head and subordinates. The head of the democratic style always finds out the opinion of the team on important production issues, makes collective decisions. Regularly and in a timely manner informing the members of the team on issues important to them. Communication with subordinates takes place in the form of requests, wishes, recommendations, advice, rewards for high-quality and efficient work, kindly and politely; orders are applied as necessary. The leader stimulates a favorable psychological climate in the team, defends the interests of subordinates.

Democratic management style - a leadership style in which the leader develops directives, commands and orders based on proposals developed by a general meeting of employees or a circle of authorized persons.

DEMOCRATIC: CONSULTATIVE AND PARTICIPATIVE

Organizations in which the principle of democratic leadership dominates are characterized by a high degree of decentralization of powers, active participation of employees in decision-making, the creation of such conditions under which the performance of official duties is attractive to them, and success is a reward.

A true democratic leader tries to make the duties of subordinates more attractive, avoids imposing his will on them, involves them in decision-making, gives them the freedom to formulate their own goals based on the ideas of the organization.

As part of "advisory" the leader is interested in the opinion of subordinates, consults with them, seeks to use the best that they offer. Among incentive measures, encouragement prevails; punishment is used only in exceptional cases. Employees are generally satisfied with such a management system, despite the fact that most decisions are actually prompted to them from above, and usually try to provide their boss with all possible assistance and moral support when necessary.

"Participatory" a form of democratic management assumes that the leader fully trusts subordinates in all matters (and then they answer the same), always listens to them and uses all constructive suggestions, involves employees in setting goals and monitoring their implementation. At the same time, responsibility for the consequences of the decisions made is not shifted to subordinates. All this unites the team.

Usually, the democratic style of management is used when the performers are good, sometimes better than the leader, understand the intricacies of the work and can bring a lot of novelty and creativity to it. If necessary, a democrat leader can compromise or even abandon the decision taken if the logic of the subordinate is convincing. Where an autocrat would act by order and pressure, a democrat tries to convince, to prove the expediency of solving the problem, the benefits that employees can receive.

At the same time, the internal satisfaction received by subordinates from the opportunity to realize their creative abilities is of paramount importance. Subordinates can independently make decisions and look for ways to implement them within the framework of the powers granted, without paying much attention to trifles.

As a rule, the environment created by the leader-democrat is also educational in nature and allows you to achieve goals at low cost. There is a positive resonance of power: the authority of the position is reinforced by personal authority. Management takes place without brute pressure, relying on the abilities of employees, respecting their dignity, experience and skill. This forms a favorable moral and psychological climate in the team.

Research has shown that you can get about twice as much work done in an authoritarian style than in a democratic one. But its quality, originality, novelty, the presence of elements of creativity will be lower by the same order. From this we can conclude that the authoritarian style is preferable for simpler types of activities focused on quantitative results, and the democratic style is preferable for complex ones, where quality comes first.

Subsequent developments led to the substantiation of two new styles, in many respects close to authoritarian and democratic.

The style in which the manager focuses on solving the task assigned to him (distributes tasks among subordinates, plans, draws up work schedules, develops approaches to their implementation, provides everything necessary, etc.) was called task-oriented(instrumental). The style when the leader creates a favorable moral and psychological climate, organizes joint work, emphasizes mutual assistance, allows performers to participate in decision-making as much as possible, encourages professional growth, etc. was named focused onsubordinates (human relations).

Focused on subordinates leadership style close to democratic, contributes to productivity, because it gives scope to people's creativity, increases their satisfaction. Its use reduces absenteeism, creates a higher morale, improves relationships in the team and the attitude of subordinates to management.

Potential Benefits task-oriented leadership style, in many ways similar to authoritarian. They consist in the speed of decision-making and action, strict control over the work of subordinates. However, it puts performers in a position of dependence, generates their passivity, which ultimately leads to a decrease in work efficiency.

The leader here basically informs subordinates about their responsibilities, tasks, determines how they need to be solved, distributes responsibilities, approves plans, sets standards, controls.

Typically, leaders use either a democratic style, focused on human relations, or an authoritarian style, focused on work.

LIBERAL MANAGEMENT STYLE(BUREAUCRATIC)

liberal style management is characterized by the lack of active participation of the head in the management of the team. Such a leader “goes with the flow”, waits or requires instructions from above, or falls under the influence of the team. He prefers not to take risks, “keep his head down”, shirks the resolution of urgent conflicts, seeks to reduce his personal responsibility. He lets work take its course, rarely controls it. This style of leadership is preferable in creative teams, where employees are distinguished by independence and creative individuality.

Liberal management style - a leadership style in which the head develops directives, commands and orders that are subject to strict execution by subordinates on the basis of their own opinion, taking into account the opinions of subordinates.

LIBERAL, INCLUDING BUREAUCRATIC

In the same place where it is a question of the need to stimulate the creative approach of performers to their work, it is most preferable liberal stylemanagement. Its essence lies in the fact that the leader sets a task for his subordinates, creates the necessary organizational conditions for work, defines its rules and sets the boundaries of the solution, while he himself fades into the background, leaving behind the functions of a consultant, arbiter, expert evaluating the results and in case of doubts and disagreements of the performers makes the final decision. It also provides employees with information, encourages, trains.

Subordinates, freed from intrusive control, independently make the necessary decisions and look for ways to implement them within the framework of the powers granted. Such work allows them to express themselves, brings satisfaction and forms a favorable moral and psychological climate in the team, generates trust between people, and contributes to the voluntary acceptance of increased obligations.

The use of this style is becoming more widespread due to the growing scale of scientific research and development, carried out by highly qualified specialists. They do not accept command, power pressure, petty guardianship, etc.

In advanced firms, coercion gives way to persuasion, and strict control - to trust, subordination - to cooperation, cooperation. Such soft management, aimed at creating "managed autonomy" of departments, facilitates the natural application of new management methods, which is especially important when creating innovations.

At the same time, this style can easily be transformed into bureaucratic, when the leader is completely removed from affairs, passing them into the hands of "nominees". The latter, on his behalf, manage the collective, while applying more and more authoritarian methods. At the same time, he himself pretends that the power is in his hands, but in fact he becomes more and more dependent on his voluntary assistants. A sad example of this is army hazing.

In real life, there is no “pure” leadership style, therefore, in each of the listed ones, elements of the others are present to one degree or another.

One can understand why both the autocratic approach and the human relations approach have won many adherents. But now it is already clear that both those and other supporters sinned with exaggerations, drawing conclusions that were not fully supported by the facts. There are many well-documented situations where the benevolent-autocratic style has proven to be very effective.

The democratic style has its advantages, successes and disadvantages. Certainly, many organizational problems could be solved if improved human relations and worker participation in decision-making would always lead to greater satisfaction and higher productivity. Unfortunately, this does not happen. Scholars have encountered situations where workers participated in decision-making, but nevertheless, the degree of satisfaction was low, as well as situations where satisfaction was high and productivity was low.

It is clear that the relationship between leadership style, satisfaction, and performance can only be determined through long-term and extensive empirical research.

There are no "bad" or "good" management styles. The specific situation, type of activity, personal characteristics of subordinates and other factors determine the optimal ratio of each style and the prevailing leadership style. A study of the practice of managing organizations shows that each of the three leadership styles is present to one degree or another in the work of an effective leader.

Contrary to common stereotypes, the prevailing leadership style is practically independent of gender. There is a misconception that female leaders are softer and focused primarily on maintaining good relationships with business partners, while male leaders are more aggressive and result-oriented. The reasons for the separation of leadership styles may be more likely to be personality traits and temperament, rather than gender characteristics. Successful top managers - both men and women - are not adherents of only one style. As a rule, they intuitively or quite consciously combine various leadership strategies.

adaptive style, that is, a style focused on a specific reality determined by the external environment, the capabilities of subordinates, the characteristics of the task being solved, the resources and capabilities of the organization.

Four adaptive control schemes

Project Scope Management. Solutions are developed from user specifications, and user specifications are developed from proposed solutions (anti-schema: requirements are precisely and completely defined in advance).

Process regulation. The regulation of the process and controls varies from weak to strong (anti-scheme: throughout the duration of the project, the degree of regulation remains unchanged).

Quality factor of progress. Successful projects are characterized by an alternation of promotions and retreats (anti-scheme: 90% of the allocated funds are mastered as the blind implementation of a pre-drawn plan without noticeable deviations).

Quality control. Throughout the work on the project, intermediate versions are carefully tested (anti-scheme: testing is considered as something secondary and is postponed until the final stages).

54 . The difference between a leader and a leader

Usually, a leader is a formal position, occupying which a person simply exercises control functions over the process. He makes sure that subordinates do not make mistakes that would bring down a well-established process.

Leadership is a psychological phenomenon. Leadership is technology. Formally, it is impossible to be a leader. Leaders are not appointed. But a leader can become a leader.

Blake-Mouton management grid(English) Blake and Mouton leadership grid) - a concept developed at Ohio State University, was modified and popularized by Blake and Mouton, who built a grid (diagram) that included 5 basic leadership styles (Fig. 1).

Rice. 1. Blake-Mouton management grid (leadership style matrix)

The vertical axis of this chart ranks "concern for people" on a scale of 1 to 9. The horizontal axis ranks "concern for production" also on a scale of 1 to 9. Leadership style is determined by both of these criteria. In total, we get 81 positions (9x9), i.e. 81 management styles. Each of the options for managing a company can be compared with any other from this matrix. Of course, it is impossible to clearly define which quadrant of the matrix this particular type of leadership belongs to. In fact, it is not necessary to do this, since it is impossible to extract a specific meaning from the quadrant number. Blake and Mouton described five extreme and most characteristic positions of the matrix.

1.1 - fear of poverty (primitive leadership). It takes only minimal effort on the part of the manager to achieve a quality of work that will avoid dismissal.

This position characterizes a type of leader who is rather cold towards both his subordinates and the production process itself. He believes that a manager can always resort to the help of an outside expert or specialist. Such business management will help to avoid conflicts, troubles, create favorable conditions for the work of the leader himself, and, in addition, expand the range of new ideas embodied in production. As a rule, such a manager cannot be called a leader, a beacon. Rather, he is simply "the keeper of his briefcase and chair." But this state of affairs cannot last long. Sooner or later, the most serious difficulties will force either to reconsider the style of leadership, or to change the leader himself.

1.9 - Holiday House (social leadership). The leader focuses on good, warm human relationships, but cares little about task performance. This position characterizes managers who pay special attention to the needs and requirements of their subordinates, which cannot be said about the production process. Managers of this type believe that the basis of success lies in maintaining an atmosphere of trust and mutual understanding in the team. Such a leader, as a rule, is loved by his subordinates, they are ready to support their leader in difficult times. Employee turnover in enterprises with this management style is very low, as, indeed, the number of absenteeism, and the level of job satisfaction is very high. Unfortunately, excessive gullibility towards subordinates often leads to the adoption of half-hearted, ill-considered decisions, and production suffers due to this. Efficient subordinates very often abuse their credibility or even try to replace a soft-bodied leader.

9.1 - authority - subordination. The manager is very concerned about the efficiency of the work performed, but pays little attention to the morale of subordinates. This position is typical for managers who prioritize concern for production and practically do not carry out any social activities. They believe that such activity is a manifestation of softness and leads to mediocre results. In addition, they believe that the quality of managerial decisions does not depend on the degree of participation of subordinates in its adoption. The positive features of managers of this type are a high level of responsibility, ability to work, organizational talent, intelligence. However, a distance is constantly maintained between such a leader and his subordinates, often there is no direct connection and mutual understanding, only a satisfactory level of group discipline is maintained.

5.5 - organization (production and social management). The leader achieves an acceptable quality of performance of tasks, finding a balance of efficiency and good morale. This position characterizes the type of leader who skillfully combines concern for people with concern for production. Such a manager believes that compromise in all cases is the best solution, he is the basis for effective management. Decisions must be made by the leader, but must be discussed and adjusted with subordinates. Control over the decision-making process is, as it were, compensation for workers to exercise control over their activities in the production process. The positive features of leaders of this type are constancy, interest in the success of undertakings, non-standard thinking, progressive views. However, unfortunately, the progressiveness of views does not extend directly to the management style itself, which does not contribute to the development and advancement of the entire production. The competitiveness of firms with this management style sometimes leaves much to be desired. As, however, and some aspects of the inner life of the team.

9.9 - team. Through increased attention to subordinates and efficiency, the leader ensures that subordinates consciously join the goals of the organization. This ensures both high morale and high productivity. This position characterizes a type of leader who treats both people and the production he leads with equal care. Unlike the position manager (5.5), who believes that compromise is the key to success, this type of manager does not stop halfway. He strives to make maximum efforts both in the field of social policy and in production itself. Moreover, they consider the active involvement of subordinates in the decision-making process to be the best way to increase productivity, improve the quality of products and services. This allows you to increase the satisfaction with the work of all employees and take into account the slightest nuances that affect the efficiency of the production process.

Blake and Mouton proceeded from the fact that the most effective leadership style - the optimal style - was the behavior of the leader in position 9.9. In their opinion, such a leader combines a high degree of attention to his subordinates and the same attention to performance. They also realized that there are many activities where it is difficult to clearly and unambiguously identify leadership style, but believed that professional training and a conscious attitude towards goals allows all leaders to approach the 9.9 style, thereby increasing their efficiency.

The Leadership Style Matrix is ​​undoubtedly the most popular approach to studying leadership styles. It is not only a successful combination of other studies on the subject, but also provides managers with a special opportunity to assess their position and try to start moving towards improving their management style.

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The democratic style of leadership is characterized by the fact that the role of the leader is not emphasized. To solve the main issues, the manager attracts employees, carefully listens to their proposals, even if they contradict his own opinion, encourages the initiative of subordinates; tries to convince subordinates of the need for certain actions, inspire them, prefers rewards to punishments; not afraid of publicity when solving sensitive issues; widely informs subordinates about the state of affairs in the team. Democratic style produces the best results in a relaxed business environment: it is considered the main style of leadership.

The democratic style of leadership is distinguished by the wide involvement of workers in the development and adoption of managerial decisions, the fullest use of collective forms of discussion, development and control of the use of managerial decisions. In a democratic style, the head solves the main (complex) issues, transfers part of his management powers to his subordinates, who receive fairly complete information about the state of the control object. The advantage of a democratic leadership style is favorable, benevolent conditions for the manifestation of the initiative of workers and their satisfaction with their work, but it is not applicable in situations where there is no time for discussion and decision-making, where a sole decision is required. With a democratic style, the leader develops the initiative in subordinates, but should not be led by them and should make the decision himself.

The democratic style of leadership allows you to achieve a psychological effect and high production results. Studies have shown that quantitative data with a democratic style may be lower than with an authoritarian one. At the same time, the democratic style is characterized by the wide involvement of workers in the management of production.

Democratic leadership style involves interaction at the adult-adult level. In this case, the manager and the subordinate have a feeling of trust and mutual understanding. The leader behaves in this case as one of the members of the group; each employee can freely express his opinions on various issues with him, without fear of any revenge or reprimand. Depending on the task being performed, the leadership of the group can be transferred from one member to another. The leader shares responsibility for failures with the group. Most of the problems faced by the team are discussed collectively. The leader - a democrat tries to consult with his subordinates more often, does not show his superiority and correctly reacts to criticism. For the consequences of the decisions taken, the responsibility does not shift to subordinates. The desire to listen to the opinion of his employees on a variety of issues is explained not by the fact that he himself does not understand this, but by the conviction that during the discussion there can always be nuances that allow improving the technology of the solution implementation process. Such a leader does not consider it shameful for himself to agree to a compromise, or to abandon the decision altogether, if the logic of the subordinate is convincing. Where an autocrat would act by order and pressure, a democrat tries to convince, to prove the expediency of solving the problem and the benefits that employees can receive.

The democratic style of leadership, in contrast to the autocratic one, involves: providing subordinates with independence commensurate with their qualifications and functions performed, involving them in such activities as setting goals, evaluating work, preparing and making decisions, creating the necessary prerequisites for performing work and a fair assessment their efforts, respect for people and concern for their needs.

With a democratic style of leadership, as noted by T. N. Malkovskaya 2, the teacher involves students in decision-making, stimulates the development of public opinion, independence, relies on self-government bodies, and listens to students' critical remarks. Students, on the other hand, consider the exactingness and integrity of the teacher benevolently.

With a democratic leadership style, as evidenced by the results of studying the work of teams at a number of machine-building enterprises, the foreman is a generally recognized leader, workers have higher job satisfaction, there is less psychological tension in the team, mutual assistance and support in work are more developed.

It is naive to introduce a democratic style of leadership if the members of the group do not have a sufficiently developed sense of personal responsibility, independence, if they are constantly waiting for instructions from their leader, if the level of self-organization and self-control is low.

Italian organizations often follow an informal and democratic leadership style. Decisions are usually made after lengthy personal contacts and discussions. Italian executives are flexible improvisers who deeply hate forecasting and planning. It is very important for suppliers to have personal contact with those who have influence or are directly involved in decision making. At the same time, it is very difficult to identify the responsible person and talk to him personally, since the decision-making unit usually has a complex structure. In addition, management often grants decision-making power to trusted individuals outside the relevant organizational structure. In any case, suppliers must convince the responsible person of the commonality of purpose with their Italian customers.

If your company is dominated by a democratic leadership style and you do not need to emphasize that you are a manager - in this case, a dress is convenient at work, it is great to work with like-minded people. Belts usually look good if they match the color of the shoes, but if the color is in harmony with the color of the shoes, then this is also perceived positively. The width of the belt depends on your figure. It is advisable to wear belts with eye-catching buckles for those women who have a good figure and a thin waist, in other cases it is better to wear belts that are not flashy.

A similar phenomenon is also observed in the event that there is an authoritative leader in the team who tends to a democratic style of leadership. The same atmosphere is necessary in groups that are not connected by subordination relations, i.e. in groups of experts and involved from outside experts for decision-making.

Democratic and authoritarian leadership result in roughly equal productivity, but as far as job satisfaction is concerned, democratic leadership style has the advantage. Managers who gravitate towards directive methods of leadership should not be especially upset. In situations close to extreme, including under conditions of stress, the greatest satisfaction with group membership is observed in groups with authoritarian leadership.

A form of administrative authority that assumes that line managers are not required to accept administrative decisions and recommendations for strict (unconditional) execution. characteristic of democratic leadership styles.

A newly appointed leader may encounter unexpected and seemingly incomprehensible phenomena. For example, his desire for a democratic style of leadership, the widespread use of collegial management methods may not meet - it would seem, contrary to common sense - a response from subordinates. The reason may be that people have become accustomed over the years to authoritarian methods and are focused on the unconditional execution of orders. In this situation, the involvement of subordinates in the decision-making process, turning to them for advice and support, can be regarded by some as a sign of weakness of the leader, his incompetence and indecision. But even less successful may be, now for more understandable reasons, attempts to exert purely administrative influence on subordinates in collectives where the tradition of a democratic style of management has been established.

Characteristics of the democratic style

Democratic leadership is a leadership style based on the inclusion of employees in decision-making and the development of labor regulations. The democratic style is characterized by the desire of the leader to develop collective decisions, interest in informal relations. The goals of the activity are agreed with the employees. When distributing work, the wishes of the group members are taken into account. Evaluation of employees is carried out according to well-known criteria. Typically, this style is established when a qualified, intelligent, but somewhat indecisive and power-hungry person comes to manage the organization, and indecision in this case is not so much a property of his character as a consequence of understanding the complexity, multifactorial phenomena with which one has to deal.

Such a leader needs to listen to authoritative opinions, compare his position with them, and verify it during the discussion. He does not neglect additional information and other people's experience. Thus, the interest in a different point of view and the discussion of the problem when making a decision are by no means formal, which is clearly felt by the participants in such a discussion. At the same time, decision-making remains the prerogative of the leader. Democratic style does not abolish the principle of unity of command. By joining the collegial decision, the leader turns it from a project into a document and assumes all the personal responsibility associated with it both for implementation and for the consequences. But unlike the authoritarian style, this by no means absolves other participants in the decision-making process of responsibility. True, we are now talking not about “external” responsibility (under fear of negative sanctions), but, above all, internal responsibility, to oneself, the instruments of which are conscience, professional self-esteem, the opinion of significant persons, etc.

The leader, who uses a predominantly democratic style, seeks to resolve issues collegially, inform subordinates about the state of affairs, and respond correctly to criticism. In communication with subordinates, he is polite and friendly, is in constant contact, delegates part of the managerial functions to other specialists, trusts subordinates. Demanding but fair. Members of the team take part in preparation for the implementation of management decisions. A democratic manager during business meetings is usually placed in the middle of the groups. This creates a relaxed atmosphere when discussing the problems of the development of the organization.

Democratic style. Findings:

· The nature of the style: Delegation of authority with the retention of key positions in the head. Decision making separately by levels based on participation. Information flows actively in two directions.

· Strengths: Ability to predict results. The focus is on order and results.

· Weaknesses: Restraint of individual initiatives, large external workload of the leader, frequent "hands-on work", "crushed" conflict in the team, significant turnover of qualified specialists.

· Application conditions: Competent manager and trained subordinates.

Characteristics of the liberal style

Liberal style is a style in which the leader most often does not interfere in the work of subordinates, giving them broad independence. He puts his decisions in the form of recommendations and advice, which subordinates have the right not to follow if they find a more effective way to achieve the goal. The liberal (passive) style of management is characterized by the leader's desire to withdraw from decision-making or to shift this task to others, complete indifference to the affairs of the team. A leader who has chosen this style gives complete freedom of action to his subordinates. He gives them the necessary information at their request. The group lacks a clear structuring of work, the distribution of rights and responsibilities. A leader with a liberal leadership style practically does not interfere in the activities of the team, and employees are given complete independence, the opportunity for individual and collective creativity. Such a leader with subordinates is usually polite, ready to cancel the decision he made earlier, especially if this threatens his popularity.

Passive style. Findings:

· The nature of the style: Removal of responsibility by the leader in favor of the group (organization).

· Strengths: Allows you to start the business as it is seen and without the intervention of the leader. It implies a high degree of independence and qualification of subordinates.

· Weaknesses: The group can lose control and slow down problem solving without leadership intervention.

· Psychological climate: Creative atmosphere, enthusiasm for work. Conflicts, if they arise, are usually constructive.

· Conditions of use: In relation to individual qualified personnel.

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Democratic leadership style

Democratic * leadership style has nine characteristics:

* In this case, the term “cooperative” captures the essence of this style more accurately than the word “democratic”, since most modern business organizations are in a certain sense authoritarian, assume one-pointed leadership and do not allow elected leaders and collective decision-making inherent in democracy.

1. The mutual influence of the manager and employees, which involves the refusal of the manager to fulfill part of his rights and obligations in making decisions and transferring them to group members, as well as not only the active participation of group members in decision-making, but also their extensive daily cooperation.

2. Functional differentiation of roles, taking into account the competence of group members. The cooperative style tries to combine the desire of all to fulfill a common task with a rational distribution of functions depending on the abilities of workers.

3. Multilateral information and communication relations. A wide network of vertical, horizontal and diagonal information flows is designed to facilitate the competent performance of organizational tasks, as well as the development of interpersonal relationships.

4. Settlement of conflicts through negotiations, bargaining and compromises. In conflict situations, a leader who adheres to a cooperative style uses precisely these methods and refuses unilateral authoritarian decisions.

5. Orientation to the group. The primary focus of the leader on the team and people allows employees to exercise a growing influence on management processes and thereby increase job satisfaction and being in a group.

6. Trust as a basis for cooperation. An atmosphere of mutual trust among members of an organization is a prerequisite for a cooperative leadership style.

7. Meeting the needs of employees and managers. This feature has the peculiarity that the leader who possesses it pays special attention to the realization of the personal and professional interests of the members of the organization, which is not directly dependent only on the economic efficiency of the enterprise.

8. Focus on goals and results. The contradictions between the individual goals of employees and the goal of the organization are not camouflaged, which takes place under authoritarian-bureaucratic leadership, but are resolved on the basis of their integration with the active participation of all stakeholders. This provides real support for the overall focus on achieving high results of the organization. democratic cooperative leadership style

9. Focus on the development of personnel and the entire organization *.

* Organizations dominated by a democratic leadership style are characterized by a high degree of decentralization of authority, active participation of employees in decision-making, the creation of such conditions under which the performance of official duties is attractive to them, and the reward for staff is a sense of ownership in achieving success.

Varieties of democratic leadership style:

- "consultative" leadership style;

-participatory leadership style.

"Consultative" style implies that the manager largely trusts subordinates, consults with them, seeks to use the best of what they offer. Among incentive measures, encouragement prevails, and punishments are used only in exceptional cases. Employees are generally satisfied with such a management system, despite the fact that most decisions are prompted to them from above, and usually try to provide such a leader with all possible assistance and moral support when necessary.

"Participatory" style implies that the leader fully trusts his subordinates in all matters, they always listen to them and use all constructive proposals, organize a wide exchange of comprehensive information, involve subordinates in setting goals and monitoring their implementation.

Qualities necessary for a leader to effectively use a democratic leadership style:

- openness;

Trust in employees * ;

Waiver of personal privileges;

Ability and willingness to delegate authority;

Non-interference in the implementation of current tasks, control through official authorities (through relevant leaders and channels);

Control by results;

Substantiation to employees of the facts of sole decision-making.

* In a democratic style, employees are treated as nothing more than partners who can solve current, daytime tasks mostly on their own. They are characterized, as a rule, by a high level of professional training, knowledge and experience.

The qualities that employees need to effectively use a democratic leadership style:

- high level of professional training;

Willingness to take responsibility;

Strong need for independence;

Willingness and ability to take responsibility for one's actions;

Craving for creativity and personal growth;

interest in work;

Orientation to long-term life and organizational goals;

The high importance of the opinion of colleagues about them;

High level of self-control;

The presence of control rights, the desire and ability to use them.

Benefits of a democratic leadership style:

- qualification of decisions made;

High level of employee motivation;

Leader unloading.

Disadvantages of democratic leadership style:

- the complexity of ensuring the conditions for its effectiveness;

Slowing down the decision-making process.

Modern researchers, noting the scientific and methodological value of early developments in the problem of leadership styles, reject a simplified approach to classifying the entire variety of behavior of leaders and dividing them into only three of these styles. With regard to practice, even two, since the conniving style as a whole is not effective and cannot be cultivated consciously.

The ideal-typical nature of the styles in question means that they are all extreme, ideal patterns of behavior, the exact match of which is very difficult to find in life.

The behavior of the vast majority of leaders usually combines various elements inherent in each of these styles, so more precise research tools are needed to characterize leadership styles.

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Theoretical foundations of the role of the leader in the enterprise management system. Basic leadership styles. Organization management methods. Analysis of the leadership style in Eto Sport LLC. Development of recommendations and proposals for optimizing the work of managers.

thesis, added 12/23/2013


The essence of the concept of "management style". Consultative and participatory variety of democratic style. Options for interaction between the leader and subordinates. Creation of a positive image of the manager-manager. Incentive system for company employees.

control work, added 10/29/2013


Encouragement of the team to proactively fulfill the duties assigned to it. Characteristics of leadership styles. Style formation. The efficiency factor in choosing a management style. Authoritarian, democratic and liberal style.

Leadership styles.

Democratic leadership style.

Mixed leadership styles.

Liberal leadership style.

Bibliography.

Leadership styles.

Power is given by the role played in the organization. Power is exercised through legislative requirements, coercion, rewards, expert opinion (the power of an expert is faith in a reasonable opinion), persuasion (the most effective way), leadership qualities of a leader. Power is not a right, but the ability to make events happen according to a given plan.

Leadership style is a combination of methods for developing and implementing management decisions. Style is developed under the influence of the natural qualities of a person, practical work experience, training, self-education. Some features of the management style are inseparable from the character, others are acquired in the course of work.

Singularity theory is based on the assumption that all successful leaders have exceptional personal qualities that allow them to succeed.

The situation theory considers the managerial capabilities of a person in connection with the prevailing conditions.

In an extraordinary situation, a person is able to show hidden leadership qualities. Leadership can be defined as a person's desire to dominate in the area where he feels most confident.

The following types of leaders are distinguished:

A remote leader prefers not to get close to subordinates, trying to maintain authority and high position.

The contact leader stands close relationship, prefers emotional contacts.

A goal-setting manager prefers setting goals for activities.

The problem-oriented leader chooses to pose problems and presents freedom in resolving them.

The delegating leader seeks to transfer his powers to subordinates.

Leadership style turns out to be the real way to manage. It is possible to designate the following schemes of actions of the leader:

Independently makes and announces the decision;

Offers solutions to subordinate employees;

Offers new ideas and organizes a discussion, why choose a solution;

Determines the conditions and instructs the personnel to make a decision;

Delegate problem solving to staff.

The most general characteristic is the division into authoritarian and democratic leadership styles. . The authoritarian leadership style is used in the following situations:

The employee does not like to work;

He avoids work;

He must be forced, controlled, directed;

The employee prefers to be led;

He avoids responsibility;

The employee needs security.

Democratic style is acceptable in a situation if:

Work is considered a natural duty;

The employee is capable of self-management;

Strives for responsibility;

Endowed with a sense of rationalism;

Shows a desire to work.

In this situation, the manager fully trusts subordinates, involves them in the work to determine the goals of the organization and control their achievement.

A more detailed classification of management styles, based on the interests of production and personnel, provides for the allocation of five types of leadership: authoritarian(the interests of production are put above the interests of the staff); democratic(ideal); compromise; liberal(minimum consideration of the interests of production); disorganization (actual elimination from management).

Rensis Likert systematized the existing management styles as follows:

An exploitative-authoritarian system is imposed on subordinates, motivation is carried out through threats, the main responsibility lies with the highest levels of management, communication systems between employees are underdeveloped;

A benevolent-authoritarian system involves a condescending attitude and patronage of middle-level personnel; guardianship, increased responsibility of the highest level of management, motivation by remuneration, group activities within a limited framework;

The advisory system is implemented under the condition that the manager believes (at least to a small extent) in the capabilities of employees, motivation is carried out through remuneration, the staff takes some part in decision-making and bears partial responsibility, communications are sufficiently developed;

The group participation system implies complete trust in subordinates, motivation based on the assessment of the degree of achievement of goals, well-developed communication links, a significant amount of team work, and full responsibility of the staff.

The Blake-Mouton management grid classifies management styles into two areas - people and production - areas that require constant attention from the manager. Based on a combination of two factors that characterize the attitude of management towards personnel and production, and the classification of each factor into three levels - low, medium and high in the management grid There are nine management styles:

Management "low - low" - "impoverished" management, inefficient performance of duties, indifferent employees;

Management "low in personnel and high in production" - task management, inattention to personnel, treating employees as an appendage of machinery;

Management "high in personnel and low in production" - management of the "country club": the main thing is good relations, disbelief in the importance of production;

Management "high - high" - team management with high efficiency, etc.

Reddin's three-dimensional classification is based on taking into account the following factors: task orientation, relationship orientation, and the effectiveness of the manager's own activities. The combination of levels of these factors forms eight leadership styles:

Administrator - focused on solving existing problems, maintains a high level of relationships, ensures the adoption of effective decisions;

Conciliator - has a high degree of orientation to certain tasks and relationships, applies these qualities even if it is not necessary, is ineffective in his activities, is amenable to influence;

A benevolent autocrat – highly task-oriented and low relationship-oriented, knows what he wants and how to get what he wants;

Autocrat - has a high degree of task orientation and a low degree of relationship orientation, demonstrates these qualities even in inappropriate situations, impolite, doubts others;

Progressive - focused on relationships, in cases where the situation allows, neglects the solution of problems, fully trusts the staff, is concerned about the development of personal qualities in employees;

Missionary - has a high degree of orientation to relationships and low - to tasks, shows these qualities even in inappropriate situations, is ineffective in activities, strives to harmonize the environment;

Bureaucrat - primarily interested in following the rules and procedures, poorly focused on tasks and relationships, strive to control the situation taking into account his own benefit, efficient in work;

Deserter - poorly focused on tasks and relationships, passive and ineffective.

When developing a specific management style, they rely on the following typical techniques:

Depersonalization of decisions - when making unpopular decisions, it is easier to give orders on behalf of the organization, which helps not only to make a decision, but also to ensure its painless perception by subordinates;

Participation of subordinates - involving subordinates in the process of discussing options for decisions, persuading some of the staff through colleagues, achieving a common belief in the correctness of the proposed option before the approval of the final decision in the form of an order for execution;

Changing unpopular decisions – if a decision is not implemented, it is better to step back and analyze the situation;

Use of disciplinary measures - the effectiveness of disciplinary action depends on how much subordinates value their connection with the organization;

Indulgence is a constant slight deviation from the generally accepted rules in order to create a friendly atmosphere and establish contacts with subordinates;

Constancy in actions - consistent enforcement of the rules established in the organization. Randomness and inconsistency in the behavior of the leader can cause disagreement and disbelief among subordinates;

Awareness of subordinates - constant informing about the state of the organization, decisions made, the reasons for the main actions, development plans.

Approaches to managing people.

Successful leadership requires taking into account the constantly changing conditions of life and activity of people, the degree of awareness of themselves as individuals, their level of education, awareness, etc. The combination of these circumstances forms the basis of what is commonly called the approach to leadership. The latter is understood as a set of principles of attitude towards the employee, management of him, recognized at the moment by society.

Until the last quarter of the 20th century, most organizations practiced a technocratic approach to managing people. Within its framework, three periods can be conventionally distinguished.

Early technocracy proceeded from the fact that man is an appendage of the machine. Therefore, first of all, it was recommended to improve equipment and pay less attention to workers. This resulted in the most severe exploitation of the physical and spiritual abilities of people (the working day reached 16 and even 18 hours a day; children from 4 to 5 years old were involved in labor; operations were extremely simplified and dequalification of previously high-class craftsmen occurred).

Classical technocracy recognized man in production as equal in value to the machine. This made it possible to rationalize labor operations, taking into account the characteristics and capabilities of the body (anthropological, biomechanical, etc.), and take measures to improve working conditions. However, the individual was completely ignored here.

Humanistic technocracy already assumed an appeal to a person as such, but impersonal (without taking into account the individual characteristics and interests of each). This gave rise to mental overload, unwillingness to conscientiously fulfill their duties, irresponsibility and, in general, inefficient use of the capabilities of employees.

At the end of the twentieth century, the humanistic approach to leadership began to gain more and more popularity. He no longer focused on an abstract person, but on the uniqueness, uniqueness of each individual. Within its framework, the organization of the work of personnel and its management are increasingly aimed at creating opportunities for people to work with maximum efficiency, to receive satisfaction from their activities, relationships in the team, and most importantly, to develop and improve themselves.

The listed approaches to managing people have received a concrete embodiment in their respective styles. Leadership style can be understood as a set of specific ways in which managers and subordinates interact.

Leadership style is predetermined by the characteristics of the organization and its divisions, the way they do business, the positions of owners and top managers, the prevailing value system and type of culture, random circumstances.

There are no absolute truths in the management of subordinates, since the behavior of people is not only rational, but also irrational. It is influenced by both objective conditions and subjective moments. In practice, successful leadership is a function of three variables: the leader, the subordinate, and the situation. It involves the combination of scientific rules and procedures with the art of applying them.

Today, in the same firm, different leadership styles can alternately be used, which has received the name “two hats method” in Western management.

Historically, the first and until now, apparently, the most common in practice is the authoritarian style, which is considered universal. Its essence consists in issuing orders to subordinates in the form of orders without any explanation of their connection with the general goals and objectives of the activity. The manager who uses it prefers the official nature of relations, maintains a distance between himself and his subordinates, which they have no right to violate.

Experts distinguish two types of authoritarian style. "Exploitative" assumes that the manager completely concentrates the solution of all issues in his hands, does not trust his subordinates, is not interested in their opinion, takes responsibility for everything, giving only instructions to the performers. As the main form of stimulation, he uses punishment, threats of pressure.

To visualize this style of leadership, one can refer to the words of Colonel Skalozub from Griboedov’s comedy “Woe from Wit”: “I am Prince Grigory and I will give you a sergeant major in Voltaire. He will build you in three lines, and squeal, so he will calm you down in an instant!

It is clear that employees treat such a leader negatively. As a result, an unfavorable moral and psychological climate is formed in the team and the ground for conflicts is created.

With a softer, “benevolent” variety of the authoritarian style, the leader treats his subordinates in a condescending, paternal way, sometimes he is interested in their opinion (but, despite their validity, he can act in his own way), represents limited independence. Punishments are also used here, but not so widely.

The use of an authoritarian style, although it provides high productivity, does not form the internal interest of performers in effective work. Excessive disciplinary measures cause fear and anger in a person, destroy incentives to work.

This style is applicable when subordinates are completely at the mercy of the leader, for example, in military service, or have unlimited trust in him (like actors to the director or athletes to the coach), and he is sure that they are not able to act in the right way on their own.

According to it, the average person has an aversion to work and a desire to avoid it at the first opportunity. Therefore, most people need to be forced by various methods, up to punishments, to fulfill their duties and continuously monitor their actions.

However, McGregor believed that such behavior was caused not so much by the properties of human nature as by the external conditions under which people had to live and work. And until the middle of the twentieth century, they were very far from ideal even in the most developed countries. At the enterprises, hard unskilled physical labor often prevailed, and the duration of the working week far exceeded 40 hours. Therefore, it was difficult to expect a different attitude of people to work.

Democratic leadership style.

Democratic leadership style, which is justified by McGregor in Theory Y.

Modern scientific and technological revolution has largely changed the previous situation. Most types of physical labor and routine operations related to mental begin to be performed by machines under the control of the machines themselves. This, according to McGregor, inevitably leads to a change in the attitude of people to their work.

Work becomes as natural as play or rest, so even the common man should not feel aversion to work. The latter, under appropriate conditions, can and should serve as a source of satisfaction, and not at all a punishment that people would try to avoid. Its voluntary fulfillment makes coercion and external control unnecessary, because a person can manage his activity on his own, directing it to achieve the goal, which in itself becomes a reward for the efforts made.

According to McGregor, a normal person under normal conditions is not only ready to take responsibility, but also seeks it; the desire to avoid the latter, lack of ambition, anxiety about personal safety are only a consequence of the influence of the surrounding reality, and not the specifics of human nature.

Organizations dominated by a democratic leadership style are characterized by a high degree of decentralization of powers, active participation of employees in decision-making, the creation of such conditions under which the performance of official duties is attractive to them, and success is a reward.

A true democratic leader tries to make the responsibilities of subordinates more attractive, avoids imposing his will on them, involves them in decision-making, gives them the freedom to formulate their own goals based on the goals of the organization.

The democratic leadership style has two forms: "consultative" and "participatory". As part of the "advisory" leader is interested in the opinion of subordinates, consults with them, seeks to use the best that they offer. Among incentive measures, encouragement prevails, and punishment is used only in exceptional cases. Employees are generally satisfied with such a system of leadership and usually give their boss all possible assistance.

The "participative" form of democratic leadership assumes that leaders fully trust subordinates in all matters (and then they answer the same), always listen to them and use all constructive suggestions, involve employees in setting goals and monitoring their implementation. All this unites the team.

Usually, the democratic style of leadership is used when the performers are good, sometimes better than the leader, understand the intricacies of the work and can bring a lot of novelty and creativity to it.

Mixed leadership styles.

Studies have shown that under conditions of authoritarian leadership, it is possible to perform approximately twice as much as under conditions of democratic leadership, but its quality, the presence of elements of creativity, will be by the same order of magnitude lower. From this we can conclude that the authoritarian style is preferable for simpler types of activities focused on quantitative results, and the democratic style is preferable for complex ones, where quality comes first.

Subsequent developments led to the substantiation of two new styles, in many respects close to authoritarian and democratic (each author calls them in his own way, but in essence the differences between the meaning put into their formulations are small).

The style in which the manager focuses on solving the task assigned to him at any cost, plans, draws up work schedules, develops approaches to their implementation, provides everything necessary, etc., received in the West the name instrumental, or task-oriented.

The style when the leader creates a favorable moral and psychological climate, organizes joint work, emphasizes mutual assistance, attracts performers to decision-making, encourages professional growth, etc., focused on human relations, or on subordinates.

This close to democratic style of leadership contributes to increased productivity, gives scope to the creativity of people, increases their satisfaction with work and their position. Its use reduces absenteeism, injuries, turnover, creates a higher morale, improves relationships in the team and the attitude of subordinates to the leader.

The potential benefits of a task-oriented leadership style are similar in many ways to an authoritarian one. They consist in the speed of decision-making and action, strict control over the work of subordinates. However, they are put in a dependent position, which gives rise to their passivity and ultimately leads to a decrease in work efficiency.

Typically, leaders use either democratic, relationship-oriented or authoritarian, work-oriented styles.

Liberal leadership style.

Where it is a question of the need to stimulate the creative approach of performers to their work, a liberal style of leadership is preferable. Its essence lies in the fact that the manager sets a task for the performers, creates the necessary organizational conditions for work (provides employees with information, encourages, trains), defines its rules and sets the boundaries of the solution, while he fades into the background, leaving behind the functions consultant, arbitrator, expert evaluating the results. In case of doubts and disagreements, the performers make the final decision.

Subordinates, freed from total control, independently make the necessary decisions and look for ways to implement them within the framework of the powers presented. Such work allows them to express themselves, brings satisfaction and forms a favorable moral and psychological climate in the team, generates trust between people, and contributes to the voluntary acceptance of increased obligations.

The use of this style is becoming more widespread due to the growing scale of scientific research and development, carried out by highly qualified specialists who do not accept command, pressure, petty guardianship, etc.

Thus, coercion gives way to persuasion, strict control to trust, submission to cooperation, cooperation. Such "soft management" aimed at creating "managed autonomy" facilitates the natural application of new leadership methods, which is especially important when creating innovations.

At the same time, the liberal style is easily transformed into a bureaucratic one, when the leader is completely removed from business, passing them into the hands of "nominees". The latter, on his behalf, manage the collective, while applying more and more authoritarian methods. The manager himself at the same time only pretends that the power is in his hands, but in fact he becomes more and more dependent on his voluntary assistants.

A sad example of this is the army "hazing", reports of the manifestations of which do not leave the TV screens and newspaper pages.

In real life, there is no “pure” leadership style; each of the listed ones contains elements of the others to one degree or another.

To assess the effectiveness of each of the leadership styles, the army scientist Rensis Likert proposed to calculate the so-called liberal-authoritarian coefficient as the ratio of the amounts of liberal and authoritarian elements in the leader's behavior determined on the basis of expertise. In his opinion, in modern conditions the optimal value of this coefficient is 1.9. In other words, leaders today must use twice as much persuasion as coercion to get effective results.

Bibliography.

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Management: Textbook / Ed. V.V. Lukashevich, N.I. Astakhova. – M.: UNITI-DANA, 2005. – 255p. – (Series “Higher professional education: Management”).

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