Authoritarian regime of personnel management. Leadership styles of a team leader. Choice of management style

The authoritarian style of managing an organization is characterized by excessive centralization of the leader's power, autocratic decision of all issues. This style is characteristic of imperious and strong-willed people, tough in relation to others. This article will discuss its advantages and disadvantages in detail.

You will learn:

• What is an authoritarian management style?
• In what form can it be presented?
• What are the features of mixed forms of authoritarian management style.

Authoritarian management style - this is, first of all, a strictly designated organization's regulations, in which employees conscientiously perform their duties, resignedly recognizing the authority of the leader.

Provisions found among the main characteristics of the authoritarian style of managing an organization:

• any issue is resolved by the head;
• team members are completely or partially deprived of the opportunity to contribute to organizational work;
• the solution of important tasks is not entrusted to employees;
• the manager himself determines the conditions and methods of work.

• documents and accounting are always in order;
• the quality of manufactured products is under control;
• the number of conflicts on work issues in the team is minimal, because the tasks are set from above and are strictly regulated;
• management is carried out centrally, which avoids disputes and objectively sees the big picture.

• a huge waste of time and effort by a leader who makes decisions alone;
• a high probability of errors in decision-making, because management is carried out by only one person;
• pressure from superiors, suppression of initiative, constant control over workers;
• the helplessness of the work team in the absence of the boss;
• tense environment, as many can be oppressed by the dictatorship of the leader.

Quiz: Are you more tough or soft as a leader?

A tough manager intensifies the competition between the employees of the sales department. A calm and friendly boss supports the teamwork of the sales team. The editors of the Commercial Director magazine put together a test for you to find out which management style will bring you the most profit and how to strike a balance in your management style.

Methods of authoritarian style of organization management

Management methods- these are techniques that a leader can use to effectively influence subordinates. Among the methods of authoritarian management style are the following:

• organizational and administrative;
• economic;
• socio-psychological;
• public or collective.

Organizational and administrative methods management is control over the activities of personnel with the help of orders, instructions, orders, directives, resolutions, instructions, etc. In other words, the essence of the method is the use of administrative documentation. The advantage is that subordinates do not have the right to ignore official orders.

Economic Methods management is the control over the activities of personnel through a system of bonuses and fines. Thus, you can stimulate the employee, form his interest in work. The advantage of this method is that subordinates voluntarily perform the tasks assigned to them. The disadvantage is the additional financial cost. In addition, the imposition of fines is not legal.

Socio-psychological methods management - motivating employees with the help of psychology techniques and simple "human" communication. Efficiency depends on the abilities, experience and charisma of the leader. It requires a competent approach, without which one can only aggravate the situation, becoming “one’s own” for everyone, which will lead to a loss of authority.

Public or collective methods influence. Theoretically, they can serve as a means of authoritarian control, since the boss always has the opportunity to exercise leadership, using collegiums and councils as intermediaries for this. However, this formally contradicts the very definition of authoritarianism. However, indirect management deserves to be mentioned as one of the methods available to the manager.

It should be noted that there are two types of forms of authoritarian management style: benevolent and exploitative. Depending on which of them the company works with, management methods are selected. The benevolent form of the authoritarian style is represented by relaxed methods of management and a significant reduction in the number of punishments.

1. "Exploitative" authoritarian style.

It consists in the fact that the boss takes responsibility for the entire work process and gives orders to subordinates, without considering anyone's opinions, even if they are reasoned. Punishment is used as the main form of motivation.

All orders are carried out by employees blindly, from the position of "our business is small." Mistakes of the leader cause gloating among subordinates.

A great responsibility can burden the leader, because he alone pays for all the mistakes and is not always able to identify their cause. Employees, even if they are able to help, often prefer to remain silent, believing that they will not be listened to. This situation is regularly repeated and leads to the formation of a tense psychological situation in the team: some feel unfulfilled, others feel overworked.

Thus, mistakes in the exploitative-authoritarian style have a double price:

• psychological trauma due to constant stress;
• economic losses.
• "Benevolent" authoritarian style.

This type of authoritarian leader style implies parental relationship to subordinates. The boss is interested in the point of view of the staff, but he can ignore even a reasonable opinion and do it his own way. The manager provides some freedom of action, but tightly controls the work process and monitors compliance with the company's charters and the requirements of the work algorithm. Various methods of punishment and encouragement are used.

• Women's team management: psychological features

A few words about the authoritarian-democratic style of governance

Unlike the usual mixed authoritarian style, it supports innovation and initiatives of the staff, employees are part of the common cause and are aware of their responsibility for the result. Workers will be able to cope with the case even in the absence of the boss.

For example, the following situation is possible: the main power is concentrated in the hands of the chief, but the rights and duties are distributed between him and deputies or subordinates. The team is constantly aware of all important issues.

However, with an authoritarian-democratic style, if the need arises, the leader will easily leave the opinion of subordinates without attention and make a decision alone. It is also not excluded the use of reprimands, comments and orders as methods of management.

However, the authoritarian-democratic leadership style helps to achieve success only if the leader is a knowledgeable and experienced person, able to maintain harmony in the team and make the right decisions. It is also possible to display side effect»Democratic management style, when the boss reduces control too much and subordinates relax.

Authoritarian management style: modern modifications

In modern management theory and practice, there are many leadership styles and their modifications, but the following are the most common:

1. bureaucratic leadership style

The relationship between the leader and subordinates is formal and anonymous, the personal power of the boss is minimal. The bureaucratic style is an extreme degree of structuring and regulating the actions of company employees. This is achieved through a careful division of responsibilities, the creation of job rules and regulations, which detail who, what and how should do. Information to employees comes through formal sources. Control is exercised by checking written reports and through communications.

The bureaucratic style can be called a weakened version of the authoritarian style, since the boss can give orders through documents, but he transfers the main powers to the drafters and controllers of regulations. In Russia, today the bureaucratic style is characteristic of public administration, where it is applied, as a rule, selectively.

1. Autocratic leadership style

It is rare and more typical for large companies. The head has a management apparatus that acts on the basis of his orders, which violates the official subordination, since the head indirectly performs the function of a subordinate structure.

A distinctive feature of this management style is the underdeveloped personal communication between the boss and subordinates. The autocratic style was often seen during the command-administrative system in the Soviet Union, as well as in other states. Nowadays, it has been preserved in large companies and state corporations.

1. Patriarchal leadership style

An organization with this leadership style exists on the principle big family, where the leader becomes its head. He takes care of his subordinates, cares and requires respect, gratitude and diligence from them. Within the framework of this style, employees are stimulated through the formation of their personal dependence and devotion.

The positive side of the patriarchal style is that it can be effective in a low-competence team, where the professionalism and responsibility of the staff are poorly expressed.

The negative side of this management style is that guardianship can act as an obstacle to the development of the initiative.

1. Charismatic leadership style

Similar to the patriarchal style, but in this case the authority of the boss is higher and more personal. The style is based on the belief of subordinates that their boss is special and unique. A charismatic leader does not entrust the main issues to management structures and tries to connect the success of the company with his own qualities, nourishes the impression of himself as an outstanding person. There are no clearly defined statutes and rules. The governing apparatus is a kind of headquarters, where the boss and associates have approximately equal responsibilities. Such leaders are especially in demand in critical, crisis times.

In our country, the charismatic style is common in enterprises created on the initiative of the leader himself. As a company grows, it becomes necessary to tighten and regulate the organization of the work process, as the possibilities of charismatic leadership weaken.

Expert opinion

Russian leaders are negatively affected by stereotypes

Galina Rogozina,

Head of Leadership Development Practice at RosExpert Consulting Company, Moscow

The General Director, due to the specifics of his activities, often appears as a public figure. And then the stereotypes of a leader typical for Russia are applied to him: authoritarian, imperious, demanding, tough. Russian managers are credited with the role of a "strong hand", a "strict but fair" boss. Therefore, in an effort to conform to prevailing opinions, the Russian leader in public relies only on his own views, turning a blind eye to the point of view of others and not involving them in resolving issues. He is used to assigning duties and depriving him of authority, and in disputes to defend his opinion to the end. If it is possible to do without polemics, the general director shows patience, gives the opportunity to speak to all participants in the meeting, and in the end independently and unconditionally makes a decision.

• Organization management system in modern business conditions

How to know if an authoritarian leadership style is right for you

The ability to adapt to a specific situation, choosing the appropriate management style, is not inherent in the leader from the very beginning. In order to learn this, you need to work hard and gain experience.

The following factors must be taken into account:

1. Nature of activity

Sufficient influence on the choice of management style is provided by the type of activity of the company's employees. For example, for a creative team, a liberal management style is perfect, but at times it needs to be shaken up with a democratic or even authoritarian style. The lack of boundaries for creativity is necessary, but everything is good in moderation. If it so happened that for every mistake of employees the company incurs losses (not necessarily financially), then it would be more appropriate to use an authoritarian style. However, not a single team can survive on punishments alone, so do not forget about rewards.

1. The degree of complexity of the task

As a rule, the most difficult tasks have many solutions. There is a difficulty in choosing the most effective of them. If it is difficult to say which is better, a democratic management style will do. Solving the problem alone is dangerous, it is much more effective to think about the issue together, considering different points of view.

And if the issue is simple, then the manager is able to solve it on his own, or by entrusting it to employees, but in this case their competence is important.

1. The specifics of the team

A big plus for the leader if he is personally acquainted with all subordinates. Then it will be easy for him to choose an approach for everyone and reveal his potential. Some work more fruitfully when they are given clear tasks, someone is stronger in improvisation. A prudent boss should keep in mind such features of each employee. Naturally, this is easier to implement in a small team.

When a team consists of newcomers who have little understanding of the matter, management is best done in an authoritarian style. If the majority of the team are professionals, it will be more efficient to work with a democratic management style.

1. Force majeure situations

Unfortunately, force majeure situations happen to everyone, as a rule, not a single business can do without it. The main thing is to be able to find the right way out. In emergency conditions, the time to make a decision is limited, there is no time to gather advice, and it is better for the leader to make the decision personally. This is inherent in the authoritarian style.

• Business management problems: how mentality affects work

Expert opinion

Different management styles need to be able to apply according to the situation

Galina Agureeva,

President of the South Russian Club of HR Managers, Rostov-on-Don

The structure of business in Russia is improving, in connection with this, the leadership abilities of top managers are developing. Our firms won by margin, price, assortment. Now our staff is competitive. The degree of professionalism of the working team and their boss has become our main superiority. At the same time, an effective manager must be able to use all management styles. For example, most of today's authoritarian leaders come to the conclusion that it is impossible to keep subordinates in a tight rein all the time - it is necessary to be lenient with them from time to time.

The crisis has become an additional reason to reconsider the leadership style. Many CEOs have faced the challenge of laying off people, slashing compensation packages, freezing projects, and dealing with employee depression. The heads of companies simply had to “go out to the people”, explain what was happening, use non-material means of motivation. However, in order to succeed along this path, the leader must clearly understand what results he wants to achieve. Only then will it be clear to him what management and communication technologies need to be applied. At the same time, you can’t speak once and lock yourself in the office again. You have to be in front of people all the time. Such activity requires a lot of effort and time and often distracts the head of the company from the performance of immediate duties.

The transition to a different leadership style should be smooth. A person needs time to change. You can't be a despot today, and tomorrow you can pat your subordinates on the back and ask their opinions on everything. Moreover, it is also easier for employees when changes occur gradually. For example, when leaders in coaching management become interested in the point of view of employees, instead of giving instructions, this sometimes causes confusion among subordinates - they are not ready for such a relationship. In such situations, if the head of the company understands that he is authoritarian and non-public, for starters, you can put a more flexible and sociable person next to him, for example, an HR director. Otherwise, the function of "ideological inspirer" can be taken over by anyone and the situation will get out of control.

As for me, the head of a public professional organization simply cannot be an armchair leader. He must manage a community of professionals, many of whom enjoy enormous prestige in the business environment. Directive communication and an authoritative tone are impossible with such people. It must also be remembered that the leader of a public organization does not have a large budget, and therefore, in order to stimulate people to perform complex organizational and intellectual work, it is necessary to skillfully use non-material means. It is necessary to capture the needs of community members, formulate common goals, inspire, direct and organize people, and then constantly keep them active.

• How can a leader gain credibility in a team?

12 tips for what an authoritarian style of management should look like

1. Don't go against your principles.

A leader who has won love and respect should not neglect his principles. Write a list of things that are completely unacceptable for you in communicating with the team. If, for example, you are determined not to be late for work, let the team know. Punishment for such misconduct is another matter. The main thing is not to give in to your principles in any case. It is worth at least once to close your eyes to the lateness of an employee and leave him without sanctions, and your rule will immediately lose its meaning for the entire team. It is better not to overdo it with such principles, five are enough, otherwise you can create an image of a despot for yourself, and this is useless to you.

1. Set clear time frames.

Spend a fixed amount of time in any meetings, such as 30 minutes. It may be that some issues will require more careful consideration and take longer, but these cases will be an exception. If employees keep in mind that they have only 30 minutes to resolve the issue, they are almost 100% likely to cope within this period. Give an hour for discussion and they will think all this time. Give a task without limiting the time for its solution, it will not be ready the next day.

1. Do not be afraid of conflicts in the team.

Do not be afraid of the emergence of conflicts in the team. After all, sometimes they can be useful. Even conflict within the team can create healthy competition, which will significantly increase labor efficiency if it is supported.

1. Reward each for his merit.

If the solution proposed by any employee turned out to be successful, you should not attribute its success to the whole team or to yourself personally. This in the bud can discourage initiative and reduce diligence in work.

1. Treat every employee equally.

Avoid familiarity from subordinates. Absolutely everyone should be at an equal distance from you in communication, you should not make exceptions for anyone. If one of the employees is close to you in real life, try to agree with him that at work you are the boss and subordinate, and outside of work - close people.

1. Everyone should get what they deserve.

Everyone should receive according to their merits. If subordinates make a mistake, do not comfort them like children. Employees must be aware that they are responsible for their misdeeds, and all the consequences lie on their shoulders. But success should also be treated according to the same principle: the efforts and achievements of employees should be encouraged. Moral or monetary - you decide. If a subordinate has achieved success, do not pretend that this is how it should be. Emotional reinforcement is necessary for every team to be effective.

1. Don't change yourself.

From a good-natured person, it is unlikely that a strict authoritarian boss will turn out. If he tries to become such, it will look unnatural. Just as if a tough and domineering person who is listened to outside the work team, try to patronize his subordinates like a father who is indulgent to all mistakes. Choose a management tactic in which you feel comfortable. And remember the main thing: best style control is a balanced mixture of all styles.

1. Be even more interested in your work.

You should know more than anyone about the duties of your subordinates. Your point of view on a particular work issue should be the highest priority.

1. Be clear about your instructions.

You need to express yourself very clearly - there is no time to have empty talk.

1. Learn to make decisions.

It is your responsibility to solve problems, you are responsible for them. For this reason, you should convey your desires to employees in verbal and non-verbal ways.

1. Supervise the work of subordinates.

Always be aware of what is happening. Establish procedures to ensure that you always have access to the information you need to assess each employee's diligence and performance.

1. Draw the attention of subordinates to all cases of non-compliance with the rules.

Let them know what kind of behavior cannot be considered satisfactory. Insist on strict adherence to the organization's rules.

• How to easily increase your authority: the secrets of Benjamin Franklin

Authoritarian style of management on the examples of global companies

Corporation "Chrysler»

In 1978, Lee Iacocca took over as CEO of the Chrysler Corporation. At that time, the organization faced significant difficulties: its position in the American market was rapidly declining and the situation threatened to lead to bankruptcy.

Lee Iacocca consulted with various experts and came to the conclusion that the main problem of the corporation is the liberal style of management. New leader changed this approach, emphasizing a combination of democratic and authoritarian principles. This led to the fact that the Chrysler Corporation managed to regain lost ground in a short time and become one of the leaders in the automotive industry.

Henry Ford

Henry Ford's approach to organizing the activities of his company is curious in many respects. The introduction of conveyor production, the mechanization of transport operations, the meticulousness in the selection of personnel, right down to the study of their living conditions - all this led to the emergence of a powerful, efficient and thought-out structure.

No less remarkable is Ford's dictatorial management style. Any links from managers and heads of departments had very narrow powers in the company and rather performed the nominal role of intermediaries between the manager and workers than any managerial functions. Ford aggressively rejected almost all intermediate management elements in the company and sought to ensure that the workforce consisted almost entirely of workers.

The success of Ford Motor was ensured by the stability of production, but by the end of the 20s, the social and market environment of America had changed. The lack of flexibility in the company's policy made it difficult to adapt to new circumstances, and the leading position was lost.

Steve Jobs

Steve Jobs was a unique figure among leaders. He was not only the media face of the company, but also its ideologue, as well as a tough leader who rejected the democratic style of management. However, his authoritarianism did not lie in the absence of intermediate bosses with significant powers. It was in this respect that Jobs gave them sufficient power and freedom. Much more significant is the fact that the leader was the face of Apple, indispensable due to personal charisma and strength of character. In addition to his leadership qualities, he also possessed considerable commercial competence, enabling him to effectively manage the company.

Bill Gatesand companyMicrosoft

Bill Gates stands out from other leaders with the democratic approach he takes. But this democracy is selective: the creator of the Microsoft company introduces concessions for representatives of the most attractive position for him - programmers. It provides them with considerable freedom, both in terms of work schedules and in the approach to completing assigned tasks.

However, it should not be assumed that this approach is based solely on the preferences of Bill Gates. The head of Microsoft is well aware that a programmer, unlike many other employees, does not have to be at the workplace all day long. If his tasks are reduced to achieving a certain result by a given time, then it is permissible for a person to build his own schedule and create the most comfortable atmosphere around him.

Thus, the Gates reward system can at first glance be perceived as an authoritarian management style, where the leader is selective towards employees and forms a certain elite among them, neglecting the interests of others. However, all these actions, on the contrary, are signs of a democratic approach with a maximum degree of freedom based on logic and common sense.

Company Information

TOconsultingand IcompanyIRosExpert, Moscow. Field of activity: selection of top managers, development of leadership potential of managers, attraction of independent members of boards of directors and consultants. Territory: Moscow, Kyiv. Number of staff: 50. Number of implemented projects: 120 (in 2009).

TorgovaIsetb"Thing!", Moscowbut. Field of activity: sale of clothes and accessories for adults and children in the lower middle price segment. Form of organization: LLC. Territory: the head office is located in Moscow, stores - in Moscow, St. Petersburg, Vladimir, Volgograd, Voronezh, Voskresensk, Yekaterinburg, Kazan, Klin, Kostroma, Krasnodar, Krasnoyarsk, Mytishchi, Nizhny Novgorod, Novosibirsk, Rostov-on-Don, Tambov, Ufa, Chelyabinsk, Yaroslavl. Number of stores in the network: 46. Number of employees: 1033 people.

South Russian club of HR managers. Field of activity: creation of an effective professional community of HR-specialists in the region. Form of organization: regional public organization. Territory: head office - in Rostov-on-Don; representative offices - in Volgograd and Taganrog ( Rostov region). Number of staff: 114. Implemented projects: 18 events, 6 educational and 1 social project (in 2009).

The leader manages a group of people (organization) in accordance with his inherent management style.

The concept of " management style” arose after the allocation of managerial labor in the activities of the organization. But unlike management style, it does not have independent stages of its development and is directly dependent on the development of science and management practice. The main difference is that management discards obsolete methods (techniques, models, provisions), enriching itself with new forms and methods. Style reflects not only best practices. The concept " management style» stands for any form in which managers perform management tasks.

There is a relationship between the concept management style» with different control categories. Style is at the junction of the following relationships:

• laws - principles - methods - style;
• laws - principles - style - methods;
• – tasks – methods – style;
• tasks - functions - qualities of a leader - style.

The style combines four interrelated directions into one: style – quality of managerial work – managerial decision – staff activities – result.

Relationships style with the main categories of control are such that the style is a consequence, on the one hand, of the methods, tasks and goals of management, on the other hand, the style has an impact on the application of a particular management method, so the style of the leader (management) should be considered as management style.

Style also subject to the laws in force in social system and management principles. Objective factors(conditions) style formation the tasks and functions of management act.

The unity of tasks, functions, methods of management, qualities of the leader and positions of managerial positions is integrated into the unity of the development of the organizational structure and management style. This unity finds its expression in the appropriate mechanism of management or business activity of the organization.

Management style- this is a system of established and constantly applied principles, behaviors, rules, procedures, reactions to emerging situations, methods characteristic of a particular state, organization and individual.

Depending on what principles the state, organization or individual is guided by in their life, certain management styles are formed.

autocratic(from Greek autokrateia - autocracy, autocracy) management style is a form of government when the leader has enough power to impose his will on the performers, and if necessary, without hesitation resorts to this.

Autocratic management style includes the following styles: totalitarian, authoritarian(command) and authoritarian-legal.

totalitarian style characterized on the basis of the complete centralization of power and authority, using coercion, subordination, suppression of people, groups and peoples up to their open destruction (examples: Hitler, Stalin, Mussolini, Pol Pot, etc.). With the development of democracy and the creation of legal states, this style is becoming a thing of the past.

Authoritarian (command) style characterized by the fact that the leader usually centralizes authority as much as possible, structures the work of subordinates and gives them almost no freedom to make decisions. To ensure the performance of the work, he can apply psychological pressure through threats. This style is also based on rigid centralized management - oligarchy with a pronounced element of coercion (examples: Brezhnev, Khrushchev, Andropov, etc.).

This style of management was widely used in the Soviet period under the administrative-command system of economic management. In modern conditions, this style has been preserved by some leaders, entrepreneurs and businessmen in the countries in transition, in the CIS and in Ukraine.

Authoritarian-legal style management is characterized by the fact that methods, forms and means are built at the administrative level and are based on administrative - legal norms, rules, procedures and laws established by the constitutions and parliaments of countries.

Democratic style management is carried out through democratic norms, rules, procedures, which are regulated by the constitution and laws. This style is based on the observance of the rights and freedoms of the individual, on the wide involvement of people in management (it develops self-government) and involves the preparation and decision-making with the interested participation of team members, the most trained specialists and capable organizers. Democratic-dominated organizations are characterized by high degree decentralization of powers. The head of this style personally deals only with the most complex and important issues, leaving subordinates to decide on their own all the rest in proportion to their qualifications and functions performed. Management through influence and reliance on employees is a characteristic feature of the democratic management style, so this style is considered the most effective.

liberal style management is characterized by minimal participation of the head in management, the staff has complete freedom to make independent decisions in the main areas of the organization's production activities (having agreed upon them, of course, with the head). This style is justified if the staff performs creative or individual work and is staffed by highly qualified specialists with justifiably high ambitions. This style of management is based on high consciousness, devotion to a common cause and creative initiative of all personnel, although managing such a team is not an easy task.

A liberal leader must master the principle of delegation of authority, maintain good relations with informal leaders, be able to correctly set tasks and determine the main areas of activity, and coordinate the interaction of employees to achieve common goals.

conniving style management. With this style of management, the leader shows very little concern both for achieving the goals of the organization and for creating a favorable socio-psychological climate in the team. In fact, the leader withdraws from work, lets everything take its course and just spends time passing information from superiors to subordinates and vice versa.

mixed style management is inherent in managers who show equal care both for achieving high production results and for subordinates. Such leaders achieve average results in both areas of style components.

Plan

Introduction

1. The concept of leadership styles

2. Liberal leadership style: common features

2.1 Liberal leadership style as effective

management style

2.2 Negative traits of a liberal leadership style

3. Improving leadership style

Conclusion

Bibliography

Introduction

The human factor in companies is increasingly becoming an intellectual complement to technology and the modern organization of various activities. Good mood employees primarily depends on communication in the team, in particular, communication with the leader. And the effect of this communication will be higher if the leader, depending on the working conditions and circumstances, applies a certain leadership style.

The leader must know when, where, how and how much this or that method can help him. He must know exactly when to contact the appropriate specialist. Increasing knowledge of these principles and methods, and how and where to apply them, will put many things in operations research on a par with the current methods of studying the work, planning and regulating the activities of firms. A trained manager knows enough about them to decide where they can be applicable and useful.

There are three most common leadership styles - authoritarian or autocratic, democratic and liberal. IN pure form in life, as a rule, styles do not appear. The main purpose of this work is to study the liberal leadership style. At the same time, the purpose of the work is revealed through the solution of the following tasks:

Consider the concept of leadership style;

Identify the main features of the liberal leadership style;

Reflect the features of the work of a liberal leader with subordinates

Suggest options for improving the liberal leadership style.

When writing the work, monographic, educational and periodical literature on the topic was used.

1. The concept of leadership styles

The word style is of Greek origin. Initially, it meant a rod for writing on a wax board, and later it was used in the meaning of "handwriting". Hence, we can assume that the leadership style is a kind of "handwriting" in the actions of the manager.

A more complete definition of leadership style: a relatively stable system of ways, methods and forms of practical activity of a manager.

In addition, management style is understood as the manner and way of behavior of a manager in the process of preparing and implementing management decisions.

All definitions of management style are reduced to a set of techniques and methods characteristic of a manager for solving management problems, i.e. style is a system of constantly applied methods of leadership.

As you can see, the style and method of leadership exist in a certain unity. Style is a form of implementation of management methods adopted by this manager in accordance with his personal, subjective-psychological characteristics.

Each of the established management methods is adequate to a well-defined management style. This means that each method for its implementation needs individuals with well-defined qualities. In addition, the method of management is more mobile and sensitive to new needs in the field of managerial relations than the style of leadership. Style as a phenomenon of a derivative order to a certain extent lags behind the development and improvement of management methods and, in this regard, may come into conflict with it. Those. due to a certain autonomization, the leadership style, as a reflection of outdated management methods, can introduce new, more progressive elements into them.

The unity of methods and leadership style is that the style serves as a form of implementation of the method. A manager with a leadership style inherent only to him in his activities can use various management methods (economic, organizational-administrative, socio-psychological).

As you can see, the leadership style is a strictly individual phenomenon, since it is determined by the specific characteristics of a particular person and reflects the peculiarities of working with people and the decision-making technology of this particular person. The style is regulated by the personal qualities of the manager.

In the process of labor activity, a certain strictly individual type is formed, the "handwriting" of the leader, whose actions are almost impossible to repeat in detail. Just as no two fingerprints are the same, no two managers are the same with the same leadership style.

The choice of leadership style largely depends on what task the manager sets for himself:

Manage - the leader gives precise instructions to subordinates and conscientiously monitors the implementation of his tasks;

Direct - the manager manages and oversees the execution of tasks, but discusses decisions with employees, asks them to make suggestions and supports their initiative;

Support - the manager assists employees in the performance of tasks, shares with them responsibility for the correct decision-making;

Delegate authority - the manager transfers part of his authority to the performers, makes them responsible for making private decisions and achieving the goal of the enterprise.

For the first time, the issue of leadership styles was considered by K. Levin, who singled out authoritarian, democratic and anarchist styles. Comparative characteristics of styles are presented in Table 1.

Table 1. Leadership styles

Management style		Democratic	Liberal
The nature of style	Concentration of all power and responsibility in the hands of the leader Personal setting of goals and choice of means to achieve them Communication flows predominantly from the top	Delegation of powers with retention of key positions by the leader Decision making is divided into levels based on participation Communication is active in two directions	Removal of responsibility by the leader and renunciation in favor of the group or organization Enabling the group to self-govern in the manner desired by the group Communications are built mainly horizontally
Strengths	Attention to urgency and order, predictability of the result	Strengthening personal commitment to work through participation in management	Allows you to start the business as it is seen without the intervention of the leader
Weak sides	Restrained individual initiative	Takes a lot of time to make decisions	The group can lose direction and slow down without leader intervention.

2. Liberal leadership style: common features

2.1 Liberal leadership style as an effective management style

Where we are talking about the need to stimulate the creative approach of performers to solving the tasks set, the liberal style of management is most preferable. Its essence lies in the fact that the leader poses a problem for the performers, creates the necessary organizational conditions for their work, defines its rules, sets the boundaries of the solution, and fades into the background, leaving behind the functions of a consultant, arbiter, expert evaluating the results. The group, on the other hand, has complete freedom to make decisions and control its own work.

Subordinates are spared from intrusive control, independently make decisions based on discussion 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, promotes the voluntary assumption of authority and responsibility.

The manager also provides employees with information, evaluates their activities, encourages, trains, and also retains the right to make the final decision.

The use of this style is becoming more widespread due to the growing scale scientific research and developmental developments carried out by highly qualified specialists who do not accept pressure, petty guardianship, etc. Its effectiveness is due to the real desire of subordinates for independence, a clear formulation by the manager of the tasks and conditions of their activities, his fairness in relation to the evaluation of results and remuneration.

In advanced firms, coercion gives way to persuasion, strict control - to trust, submission - to cooperation, cooperation. They are characterized by collective management, openness to new ideas, and a favorable moral and psychological climate. Such "soft management", aimed at creating "managed autonomy" of individual structural units, facilitates the natural application of new management methods, which is especially important when innovations are disseminated.

Proponents of the liberal style of management with a share of sarcasm say: if people think that they are in control, then they can be controlled. This leadership style relies on high consciousness, dedication to the common cause and creative initiative of all members of the team, although managing such a team is not an easy task. The tactics of minimal interference (intervention) in the affairs of the team requires tact, high erudition and managerial skills from the leader, you need to be able to allegedly do nothing yourself, but know about everything and not lose anything from your field of vision. A liberal leader must master the principle of delegation of authority, maintain good relations with informal leaders, be able to correctly set tasks and determine the main areas of work, and coordinate the interaction of employees to achieve common goals. The most dangerous test for a liberal management style is the emergence of conflict situations, a kind of battle of ambitions, the likelihood of which is very high in a team consisting of gifted, extraordinary personalities. In such cases, liberalism can turn into connivance, and the collective is in danger of splitting into warring factions. At present, far from all production teams are ready for this form of self-government, especially since the ideas of liberalism have been distorted and vulgarized by public figures like Zhirinovsky and have nothing in common with the well-known motto of individualism: laissez faire, laissez passer - "let them do whatever they want."

2.2 Negative traits of a liberal leadership style

The liberal style can easily be transformed into an indulgent one, 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 only pretends that the power is in his hands, but in fact he becomes more and more dependent on his voluntary assistants.

The liberal leadership style is characterized by lack of initiative, non-interference in the process of certain works. The liberal takes any action only on the instructions of the higher leadership, seeks to evade responsibility for their decisions. Usually, this role is played by people who are not competent enough, not confident in the strength of their official position. Liberals are unprincipled, may be influenced different people and circumstances to change their decision on the same issue. In an organization where the leader is a liberal, important issues are often resolved without his participation.

The liberal style is distinguished by the minimal participation of the manager in management, the lack of scope in his activities, the unwillingness to take responsibility for solving problems and for their consequences when they are unfavorable.

The leader is inconsistent in actions, easily influenced by others, tends to give in to circumstances and resigns himself to them, can cancel earlier without any particular reason decision. As a rule, he is very cautious, apparently due to the fact that he is not sure of his competence, and therefore, of his position in the official hierarchy.

A liberal leader rarely uses his right to say “no” and easily makes impossible promises. He is able to neglect his principles if their observance threatens his popularity in the eyes of a superior leader and subordinates.

When his superiors ask him to do something that is inconsistent with current regulations or rules of conduct, it never occurs to him that he has the right to refuse to comply with such a request.

The head of the liberal style does not show any pronounced organizational skills, irregularly and weakly controls and regulates the actions of subordinates and, as a result, his solution of management tasks is not sufficiently effective.

He cannot defend his position in difficult, and even more extreme situations: an unexpected request "from above", a sudden raising of a question at a meeting, and others. He often refers to the restriction of rights and therefore cannot afford to make this or that decision. Emphasizes unconditional adherence to current regulations and job descriptions.

Such a leader prefers such an organization of activities, when everything is scheduled on the shelves and relatively rarely there is a need for acceptance. original solutions and interference in the affairs of subordinates.

Becoming a leader-liberal can be explained by many reasons. For the most part, such leaders, by nature, are indecisive and good-natured people, they are afraid of quarrels and conflicts like fire.

Another reason is the underestimation of the significance of the capabilities of the team and one's duty to it. Finally, he may turn out to be a highly creative person, completely captured by some particular area of ​​his interests, but devoid of organizational talent, as a result of which the duties of a leader turn out to be overwhelming for him.

Sometimes such a leader does not aspire to a career at all, and realizing that he does not take his place, he is ready to give it up to a more prepared one.

The leader-liberal acts mainly as an intermediary in relations with other departments. So the Coca-Cola company decided to reduce the staff, while the company's managers expected that the number of products produced would remain at the same level, but due to the fact that most of the dismissed employees were lower-level managers, the relationship between the workers and the company's management was broken. To solve this problem, a liberal leadership style was adopted. But this led to even more disastrous consequences. Production output was reduced by 10%. The solution to this problem lies in the fact that the liberal style of leadership was not effective in this situation. It was necessary to use an authoritarian style, this would give a stronger control over the employees and, as a result, the current situation could be prevented.

In relations with subordinates, he is excellently polite and friendly, treats them with respect, tries to help in solving their problems. Ready to listen to criticism and considerations. But for the most part, it turns out to be untenable to realize the prompted thoughts and satisfy the expressed wishes (requests).

A liberal leader is not demanding enough of his subordinates, not wanting to spoil relations with them, often avoids drastic measures, it happens that he persuades them to do this or that job. If a subordinate does not show a desire to fulfill his instructions, then he will rather do the required work himself than force an undisciplined subordinate to do so.

So, a construction company undertook to build a municipal building in 4 months, but due to the fact that the head of the company gave freedom of action to the foremen, the construction was delayed for more than 7 months. This example shows that the use of a liberal leadership style in a construction company will be ineffective. For this example, a pronounced authoritarian style with elements of a democratic style (discussion of a problem, task with subordinates) is suitable.

In an effort to acquire and strengthen his authority, the leader is able to provide subordinates with various kinds of benefits, pay undeserved bonuses, etc., is inclined to endlessly postpone the dismissal of a worthless employee. When performing managerial functions, he is passive, you can say "go with the flow." A liberal manager is afraid of conflicts, basically agrees with the opinion of his subordinates.

Subordinates, having great freedom of action, use it at their discretion. They set themselves tasks and choose ways to solve them. As a result, the prospects for the performance of individual works are dependent on the moods and interests of the workers themselves.

3. Improving leadership style

Improving the management style is a real need for every leader, which is realized through exactingness to oneself, self-criticism, professionalism and the manifestation of constant efforts to improve personal qualities. Managers who have inadequate self-esteem run the risk of being misunderstood by their subordinates as a person, since the authority of the leader in the unit entrusted to him largely depends on the style and methods of management.

Style is always a combination of such features and methods as persuasion, coercion, trust, control, independence and centralization, diligence and creativity, always balanced in a certain way.

The ideal form of management of the service team is a comprehensive form of leadership. So, for example, to one employee it is necessary to use the method of explanation more often, to the second - to show, to the third - coercion. One needs to be given more independence, the other less. Talented, active, independent, creative employees need a special approach, tactful direction of their activity, support for useful ideas. It is necessary to develop independence, activity, a sense of the new, among subordinates who are used to being just performers.

So, you need to constantly maneuver between leadership styles. Since our world is changeable, we have to adapt to it, and firms (companies, organizations), as separate worlds, constantly undergo changes that force them to change. Therefore, it is necessary to track the smallest changes in order to always have time to revise the concept of managing a company (company, organization).

Conclusion

Thus, after studying the literature on the topic of the study, it can be concluded that main characteristic The effectiveness of leadership is the management style that a manager applies in his work. Style is a social phenomenon, as it reflects the worldview and beliefs of the leader, and it also largely determines the results of the entire system. The most frequently used of them are: authoritarian style, democratic style, liberal (permissive, "anarchist") style.

With a liberal leadership style, the leader does not show the necessary activity in work, is afraid of conflicts, and avoids responsibility. Familiarity is practiced in relations with subordinates, agreement with the opinion of the group, weak structuring of actions performed by members of the group, a low degree of interest in the success of joint activities.

The liberal style of management is characterized by minimal participation of the head in management, and the team has complete freedom to make independent decisions in the main areas of the enterprise's production activities (having agreed, of course, with the head). This style of management is justified if the team performs creative or individual work and is staffed by highly qualified specialists with justifiably high ambitions.

Regardless of the leadership style used, employee motivation is one of the most important factors in increasing labor productivity and improving product quality.

Since the leader, regardless of the style of leadership, is obliged to be the educator of his subordinates, the ability to behave, the ability to talk and the ability to dress is of particular importance.

Bibliography

1. Dvorskov K.P. On the style and culture of leadership / K.P. Dvorskov, S.A. Shiryaev. - Novosibirsk: AKMS, 2005.

2. Kabushkin N.I. Fundamentals of Management: Textbook / N.I. Kabushkin. - Minsk: BSEU, 2006.

3. Kaznachevskaya G.B. Management / G.B. Kznachevskaya. – Rostov n/a: Phoenix, 2008.

4. Style and management methods / A.M. Omarov. – M.: Vyssh.shk, 2003.

5. Utkin, E.A. Management styles: principles and rules of E.A. Utkin // Problems of theory and practice of management. - 2005. - No. 7. - S. 34.

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The leader in the organization plays a leading role, it depends on him what style of communication will be used in communicating with the team. The right style will help encourage employees to work harder and reach new heights. There are several types of communication. Today we will tell you what characterizes the authoritarian style of management, what are its advantages and disadvantages.

The main differences of the authoritarian style

The manner of communication between a leader and subordinates is also called. This is one of the methods of influencing subordinates in order to increase their performance. The directive method is based on the authority of the leadership. He is distinguished by strict orders that do not give subordinates the right to express their opinion.

In communicating with staff, the autocratic style does not allow dialogue, only orders and instructions from the head are possible. Incentives are not applied at the enterprise, but the punishments are quite severe in case of failure to complete any task. Another sign of authoritarian communication is that the distance between the manager and the worker can never be broken.

The task of the manager is to distribute responsibilities among employees. Initiative from subordinates is not welcome. In most cases, a director who uses directive management methods to manage does not have the eloquence and ability to set employees to work in other ways. Although the opposite is also possible.

When is it effective?

In most cases, psychologists note that the directive method of management gives negative results. At the enterprise self-control and self-discipline of employees decrease. However, in some cases, this style of communication is simply necessary.

1. In extreme situations, the authoritarian style ensures that the leader's orders are carried out clearly and without wrangling, which is very important in this case.
2. One more example effective application directive method - low discipline in the enterprise, resulting in a drop in production results or a decrease in income. An uncoordinated team will not be able to work efficiently and bring profit to the company. An autocratic director can solve this problem.

The head at all levels of the organization's management system acts as a leading person, since it is he who determines the purposefulness of the work of the team, the selection of personnel, the psychological climate and other aspects of the enterprise.

Management— the ability to influence individuals and groups to work towards the goals of the organization.

One of the most important characteristics of the leader's activity is the leadership style.

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

The leader is the leader and organizer in the management system. Management of the activities of groups and teams is carried out in the form of leadership and leadership. These two forms of government have certain similarities.

One of the most popular leadership theories is K. Levin's theory of leadership(1938).

She identifies three leadership styles:

• authoritarian leadership style - characterized by rigidity, exactingness, unity of command, the prevalence of power functions, strict control and discipline, focus on results, ignoring socio-psychological factors;
• democratic leadership style - based on collegiality, trust, informing subordinates, initiative, creativity, self-discipline, consciousness, responsibility, encouragement, publicity, orientation not only on results, but also on ways to achieve them;
• liberal leadership style - characterized by low demands, connivance, lack of discipline and exactingness, the passivity of the leader and the loss of control over subordinates, giving them complete freedom of action.

K. Levin's research provided the basis for the search for a management style that can lead to high and satisfaction of performers.

Considerable attention was paid to the study of leadership styles in the works of R. Likert, who in 1961 proposed a continuum of leadership styles. Its extreme positions are work-centered leadership and person-centered leadership, with all other leadership behaviors in between.

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

1. 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. and are in conflict.
2. paternalistic-authoritarian: the manager favorably allows subordinates to take limited part in decision-making. Rewards are real and punishments are potential, both of which are used to motivate workers. Informal organization is somewhat opposed to formal structure.
3. 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.
4. Democratic leadership style is characterized by full 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.

R. Likert called model 1 task-oriented with a rigidly structured management system, and model 4 - relationship-oriented, which are based on team work organization, collegial management, and general control. According to R. Likert, the last approach is the most efficient.

Choice of management style

Management style- represents the manner of behavior of the leader in relation to subordinates, which allows you to influence them and force them to do what is in this moment necessary.

Management styles are formed under the influence of specific conditions and circumstances. In this regard, we can distinguish "one-dimensional", i.e. due to one, some factor, and "multidimensional", i.e. taking into account two or more circumstances when building a relationship "leader-subordinate", leadership styles.

"One-Dimensional" Control Styles

Parameters of interaction between a leader and subordinates		Democratic style management	liberal style management
Decision-making techniques	Single-handedly resolves all issues	When making decisions, he consults with the team	Waits for instructions from management or gives the initiative to subordinates
The way to bring decisions to the performers	command, command, command	Offers, asks, approves proposals of subordinates	Asking, begging
Distribution of responsibility	Completely in the hands of the leader	In accordance with the powers	Completely in the hands of the performers
Attitude towards the initiative	Suppresses completely	Encourages, uses in the interests of business	Gives initiative to subordinates
	Afraid of skilled workers, tries to get rid of them	Selects business, competent workers	Does not recruit
Attitude towards knowledge	Thinks he knows everything	Constantly learning and demanding the same from subordinates	Replenishes his knowledge and encourages this trait in subordinates
Communication style	Strictly formal, uncommunicative, keeps a distance	Friendly, likes to communicate, positively makes contacts	Afraid of communication, communicates with subordinates only on their initiative, allow familiar communication
The nature of the relationship with subordinates	Mood, uneven	Equal, benevolent, demanding	Soft, undemanding
Attitude to discipline	Rigid, formal	A supporter of reasonable discipline, carries out a differentiated approach to people	soft, formal
Attitude to moral influence on subordinates	Considers punishment the main method of stimulation, encourages the elect only on holidays	Constantly uses different stimuli	Uses reward more often than punishment

Douglas McGregor's theories "X" and "Y" became the prerequisite for the establishment of various "one-dimensional" management styles. Thus, according to Theory X, people are inherently lazy and avoid work at the first opportunity. They completely lack ambition, so they prefer to be leaders, not to take responsibility and seek protection from the strong. To force people to work, you need to use coercion, total control and the threat of punishment. However, according to McGregor, people are not like this by nature, but because of the difficult living and working conditions that began to change for the better only in the second half of the 20th century. Under favorable conditions, a person becomes what he really is, and his behavior is reflected by another theory - "Y". In accordance with it, in such conditions, people are ready to take responsibility for the cause, moreover, they even strive for it. If they are attached to the goals of the company, they are willingly included in the process of self-management and self-control, as well as in creativity. And such attachment is

a function not of coercion, but of reward associated with the achievement of goals. Such workers rely on a leader who professes a democratic style.

The characteristic of "one-dimensional" management styles was suggested by the domestic researcher E. Starobinsky.

"Multidimensional" management styles. "Theory X" and "Theory Y"

In 1960, Douglas MacGregor published his point of view on the bipolarity of opinions about how people should be managed. "Theory X" and "Theory Y", presented in the book "The Human Side of the Enterprise", have won wide acceptance among managers.

Theory X

1. A person initially does not like to work and will avoid work.
2. A person should be coerced, controlled, threatened with punishment in order to achieve the goals of the organization.
3. The average person prefers to be led, he avoids responsibility.

Theory Y

1. Work is as natural as play for a child.
2. A person can exercise self-management and self-control. Reward is the result associated with the achievement of a goal.
3. The average person seeks responsibility.

Thus, two views of governance are emerging: an authoritarian view leading to direct regulation and tight control, and a democratic view that supports the delegation of authority and responsibility.

Based on these theories, others have been developed, which are various combinations of the above. Also popular in Western business "management grid" theory, developed by R. Blake and J. Mouton. They pointed out that labor activity unfolds in a force field between production and man. The first line of force determines the attitude of the head to production. The second line (vertical) determines the attitude of the manager to the person (improvement of working conditions, taking into account desires, needs, etc.).

Consider the different leadership styles shown in Fig. 10.

Fig.10. Leadership styles

• Type 1.1 - the manager does not care about anything, works in such a way as not to be fired. This style is considered purely theoretical.
• Type 9.1 - a style of strict administration, in which the only goal for the manager is the production result.
• Type 1.9 - liberal or passive leadership style. In this case, the leader focuses on human relations.
• Type 5.5 is in the middle of the "administrative grid". With such a compromise, average results of labor are achieved, there cannot be a sharp breakthrough forward. At the same time, this leadership style promotes stability and non-conflict.
• Type 9.9 is considered the most efficient. The leader tries to build the work of his subordinates in such a way that they see in it opportunities for self-realization and confirmation of their own significance. Production goals are determined jointly with employees.

Concepts of situational marketing

Attempts to define a universal leadership style have failed because The effectiveness of leadership depends not only on the management style of the leader, but also on many factors. Therefore, the answer began to be sought within the framework of situational theories. The main idea of ​​the situational approach was the assumption that managerial behavior should be different in different situations.

A model describing the dependence of leadership style on the situation was proposed in the 70s. T. Mitchell And R. Howes. At its core, it is based on motivational expectancy theory. Performers will strive to achieve the goals of the organization when there is a connection between their efforts and work results, as well as between work results and remuneration, i.e. if they get some personal benefit from it. The Mitchell and House model includes four management styles:

If employees have a great need for self-respect and belonging to the team, then the "style" is considered the most preferable. support".

When employees strive for autonomy and independence, it is better to use " instrumental style ", similar to that focused on creating organizational and technical conditions of production. This is explained by the fact that subordinates, especially when nothing depends on them, wanting to complete the task as soon as possible, prefer that they be told what and how they need to do, and create the necessary conditions work.

Where subordinates aspire to high results and are confident that they will be able to achieve them, a style focused on " participation"Subordinates in decision-making, most of all corresponds to the situation when they strive to realize themselves in managerial activities. At the same time, the leader must share information with them, widely use their ideas in the process of preparing and making decisions.

There is also a style focused on " achievement"when the leader sets feasible tasks for the performers, provides the conditions necessary for work and expects independent work without any coercion to complete the task.

One of the most modern is the model of leadership styles proposed by American scientists. V.Vrooman And F. Yetton. They, depending on the situation, the characteristics of the team and the characteristics of the problem itself, divided managers into 5 groups according to leadership styles:

1. The manager himself makes decisions based on the available information.
2. The manager communicates the essence of the problem to subordinates, listens to their opinions and makes decisions.
3. The leader presents the problem to subordinates, summarizes their opinions and, taking them into account, makes his own decision.
4. The manager discusses the problem together with subordinates, and as a result they develop a common opinion.
5. The leader constantly works together with the group, which either develops a collective decision or accepts the best, regardless of who its author is.