It does not apply to leadership styles. Leadership style and psychological climate in the organization

All managers differ in their individual management style. Depending on this, leadership styles are determined. Methods may be different and not belong to the same direction. AT modern business a variety of forms is welcome. The focus is on the result.

Leading companies optimize internal communications, create their own systems of self-training and personnel reserve, form unique mechanisms for their motivation. The meaning of this is to combine the goals of the enterprise and the desires of the employee. The task of the head of the organization is to achieve a positive financial result with the help of modern .

Manager's responsibility

The manager has many functional responsibilities. The most important ones are budgeting, implementation of the decisions of the parent company, monitoring, communication with clients, the media, control over compliance with the law, safety measures. It is clear that one person should not do everything.

To do this, there are various departments, services. The director of the enterprise solves any problems with the help of qualified managers. Each of them has his own degree of responsibility for managing the team.

Using the potential of the organization is an effective tool.

There are three levels of control:

1. Technical. Direct interaction of managers with line specialists. They solve specific narrow issues of managing a group, department, team, shift.
2. Managerial. Director regulates activities structural unit(branch, department, representative office). The form of organization of such units has several structures controlled by the heads of production, departments, and projects.
3. Institutional (higher).

Company authorities are most responsible for strategic management. Their activities are to control, analyze and manage the entire company. The main areas are finance, resource management, development strategy, choice of sales markets.

At any level, specific tasks are assigned to the boss. Their implementation is mandatory. The most successful quickly rise up, go to another level of power. The principle of work of top management is translated into the activities of all departments of the organization. The individual contribution of each manager is important. Only him personal qualities and competent personnel management can lead the enterprise to success.

K. Levin's system

Depending on the company management system, the order of interaction between employees is determined. The principle of team leadership implies a system of influence of the leader on subordinates.

Team management styles according to K. Levin are:

1. Authoritarian. This form provides for rigidity, unacceptability of any initiative from subordinates, a ban on their discussion of the decisions of superiors. The difference is the exactingness of subordinates, the predominance of power, strict discipline, control, a clear focus on results, indifference to social or psychological factors.
2. Democratic. It involves collegiality, joint discussion of issues, decision-making, creativity in the course of work, encouragement of initiative subordinates. Based on their self-discipline and conscience. Allows publicity, active discussion of issues with the staff, focus on the process, not the result.
3. Liberal. This form is, in fact, a rejection of control. It characterizes the activity by the lack of exactingness, elementary discipline, passivity of power, inability to control. This state is called connivance.

K. Levin's observations drew attention to the problem of quality in management. A search began for methods that would help increase the results of work on the one hand, and solve the needs of the organization's employees on the other. In the 21st century, a manager should be not only an organizer, but also a leader. These two properties are related. Which one is more important is difficult to determine. But the lack of one can lead to ineffective results of work with personnel. Each manager or representative of authority chooses his own manner. But the most effective way is to choose depending on the situation.

R. Likert system

In the middle of the 20th century, R. Likert proposed new system estimates. According to her, there are 4 options. One of them characterizes the priority of focusing on the fact of work, and the other - on the person. Everything else varies between these two concepts.

Classification, according to Likert's theory:

1. Exploitative-authoritarian. Characterizes the boss as a self-sufficient person who does not trust his employees, rarely allows him to participate in the discussion and resolution of issues. He always sets tasks himself. The main incentives are the threat of punishment, the fear of dismissal. There are no rewards. There is mutual distrust in the organization. This is the reason for the state of confrontation between the authorities and the collective.
2. paternalistic authoritarian. This form provides for the periodic participation of employees in the adoption of certain decisions. They are motivated by real rewards, potential punishments. Sometimes the informal part of the organization opposes the authorities.
3. Advisory. The director makes major strategic decisions independently. For their implementation attracts, demonstrating trust, subordinates. This is a reward for performance. Since participation in the company increases the self-esteem of employees and motivates them. Disagreements between the authorities and the staff are minimal.
4. Democratic. This form of work is most distinguished by trust, active involvement of the organization's specialists in the discussion. Major decisions can be made at any level, of course, taking into account the competencies of the employee. Communications are well built not only between specialists of the same level, but also with government officials. Managers and subordinates interact collaboratively and constructively.

Which of the most effective is difficult to determine. Because there are many factors that affect it.

Psychotypes

Each boss chooses for himself the appropriate manner of work. There are many reasons for his choice. For example, the number of staff positions, their age or education, regional characteristics, workflow, logistics, etc. The format of relations between authorities and staff is influenced by psychological type chief's personality.

All leadership styles and types of leaders depend on the characteristics of the individual. What types of managers are most successful can be understood by looking at how they manage personnel and to what effective methods apply.

1. Charismatic leader. The form of activity of such a leader is most aimed at achieving high results. A strong-willed, self-confident person does not tolerate defeat or failure. His goal is to take the company to the next level by introducing modern technologies. He will listen to the opinion of the employee, but it is not at all necessary to agree with him.
2. Diplomat. This boss is a model of competence, goodwill and balance. In relations with the staff, he is always calm. Effective way management considers collective types of work.

The form of activity in such an organization is usually characterized by a team spirit.

• Humanist. The characteristic of such a boss is to create friendly relations. He perceives employees as one family and tries to maintain warm relations with the staff. Corporate events and holidays are often held. He does not use strict control or a system of penalties, but finds some other way to influence.
• Democrat. For such a manager, the main task is to establish trusting relationships with the team. In such an organization, the form of responsibility is equally distributed between employees and their superiors. With what accuracy the specialist will execute the order, such will be the form of encouragement.
• Bureaucrat. The form of activity of such a chief is ordered, not tolerating reflections and discussions. Rules, certificates, reports are an important part of the work. He prefers that all instructions and instructions are followed by the staff.

Such a concept as leadership styles in management was a separate category until recently. Now a combination of democratic and corporate options is relevant.

What format of management is up to the manager, depending on the goal set for the business.

The democratic style of leadership (power of the people) is based on the initiative of the collective. It is characterized by collective activity, which ensures the active and equal participation of all employees in the discussion of the goals planned for implementation, the definition.

Democratic leadership style involves interaction. In this case, the manager and the subordinate have a feeling of trust and mutual understanding. But the desire to listen to the opinion of his employees on a variety of issues is not explained by the fact that he himself does not understand something. The manager is convinced that when discussing problems, new additional ideas can always come up that will improve the process of implementing the solution.

A true democratic leader avoids imposing his will on his subordinates. Such a leader prefers methods of persuasion and stimulation; resorts to sanctions only when all other methods have been exhausted. The democratic leadership style is characterized by the decentralization of power. The Democratic leader consults with subordinates and consults with specialists involved in decision-making. Subordinates receive sufficient information to have an idea about the prospects for their work.

From a psychological point of view democratic style management is most favorable. The democrat leader shows interest and provides friendly attention to employees, takes into account their interests and needs. This has a positive effect on the results of work, initiative, activity of employees, their satisfaction with their work and position in the team. A favorable psychological climate and team cohesion have a positive effect on the mental and physical health of employees. However, with all the positive characteristics of the democratic style of leadership, its implementation is possible only with a high authority of the leader of intellectual, organizational, psychological and communicative abilities.

It is advisable to use the democratic style of leadership in production teams, regardless of industry affiliation and type of product. A true democratic leader avoids imposing his will on his subordinates.

There are two types of democratic leadership style.

1.4.2.1 Deliberative leadership style

Most of the problems faced by the team are discussed together. The leader tries to consult with subordinates more often, does not show his superiority. For the consequences of decisions made, responsibility is not shifted to subordinates. Managers of a consultative leadership style use the possibilities of two-way communication with subordinates, show trust in employees. Despite the fact that the most important decisions are made by managers, subordinates have the opportunity to make individual specific decisions on their own.

1.4.2.2 Participatory leadership style

The main idea of ​​this style is the involvement of a team of employees in decision-making and control over their implementation. In this case, the manager has full confidence in his employees. The nature of communication between superiors and subordinates is open. The leader behaves like one of the members of the team. Each employee can freely express his opinions on various issues with him, without fear of any revenge. The manager shares responsibility for failures in work with his subordinates. This contributes to the creation of a system of labor motivation, the achievement of the goals set by the team, and an increase in production efficiency.

1.4.2.3 Liberal leadership style

The liberal leadership style (free) implies a tendency to excessive tolerance, condescension, undemanding. It is distinguished by the complete freedom of decisions of employees with minimal participation of the manager, who withdraws from leadership functions. Usually, this role is played by people who are not competent enough, not confident in the strength of their official position. The manager takes decisive action only on the instructions of higher management and seeks to evade responsibility for the unsatisfactory results obtained. In an organization in which such a leader works, important issues are often resolved simply without his participation, therefore, in a team. In an effort to acquire and strengthen authority, he is able to provide subordinates with various kinds of benefits, pay undeserved bonuses. This leadership style is characterized by the maximum degree of delegation of responsibility to others.

It is distinguished by the non-interference of the leader in the course of work. Tasks are set in general form. Execution control is weak. On the one hand, all this does not contribute to the strengthening of discipline, organization and order; on the other hand, the liberal style is the only possible one in organizations based on the highest professionalism and individual character work of employees (partnership of well-known lawyers) and those involved in creative work(Union of writers).

From a psychological point of view, the liberal style of leadership can be viewed from two sides, depending on what kind of team the liberal leader stands for. This style gives positive results if the team consists of highly qualified specialists with great creative abilities. independent work, disciplined and responsible. It can also be applied in the form individual approach to the worker.

The most successful leader manages the team in which there are knowledgeable assistants (deputies) who can take on the functions of the leader. The team is led and made decisions by deputies.

In some collectives, the leader-liberal is commanded by his subordinates, and he is reputed to be “ a good man". However, this continues until conflict situation. In this case, dissatisfied subordinates get out of obedience: the liberal style turns into an indulgent one, which leads to conflicts and a deterioration in labor discipline.

With a conniving leadership style, the leader withdraws from the affairs of the organization. The main thing for him is maintaining good relations with subordinates, and not the result of work. Her affairs in this case go as if on their own due to the sufficient level of qualification of subordinates. In research, such a leader often has practically nothing to say about his employees. This style has the advantage of highly qualified employees, which will certainly affect the competitiveness of the company.

The ability to lead people, inspire and motivate for the benefit of common goals - these are the qualities that are inherent in a true leader. Most people often confuse the concepts of manager and leader. Obviously, not every manager is an authoritative person who is able to competently delegate authority to his subordinates. Let's take it in order.

Leadership style in the organization and its types

The leader is the ideological engine of any process, while his authority is rarely directly related to the power received along with the title of the position. Rather, it is a consequence of the internal qualities of such a leader, who has charisma, the power of persuasion and suggestion. Subordinates carry out assigned tasks with enthusiasm, bringing creative and innovative ideas to the process.

It is difficult to overestimate the role of management style in the formation of a cohesive and effective team.

Types of management styles in companies

There are three main types of management style:

1. authoritarian,
2. democratic,
3. liberal.

Attention! Each of the types has both advantages and disadvantages, and you should carefully consider the issue of choosing a style and assessing its appropriateness.

The table below shows comparative analysis 3 styles.

As can be seen from the table, any style can serve the good or the detriment of the organization. It is necessary to select a leadership style competently, thoughtfully and in accordance with the concept and type of activity of the company. For example, Liberal is ideal for advertising or entertainment creative firms that want to maximize the generation of unique and fresh ideas. For organizations associated with the production of high-precision products, a combination of authoritarian and democratic styles should be preferred. First, it will allow maintaining compliance with the regulations, technical parameters and stable product quality. The second will help to innovate and successfully organize the promotion process.

Fact! It is quite possible to use combinations of styles in a control. The degree of prevalence of one or another type of leadership should be established after a complete analysis of the company's strategy, identifying weak and strengths guides (use, for example, a SWOT analysis).

Relationship between organizational culture and leadership style

In a broad sense, the culture of an organization is understood as the formed systems of behavior, interaction and influence of process participants on each other.

Coming to the company, any employee correlates with it as with an integral organism, bringing to general process cultural characteristics society in which he was formed as a person, and also acquires additional features and characteristics from the culture of the company as a whole.

The formation of the right culture of relations in the organization helps to preserve and consolidate in the minds of each member of the team the right attitude towards the mission of the company, motivational policy, quality of work, productivity, planning, etc.

There is an undeniable connection between company culture and leadership style. The authority and charisma of the leader will help set the right direction for the formation of culture and adjust the behavior of each employee. After all, individuals can act as opposition and bring disharmony. Dismissal is not always the best managerial decision, as an employee "oppositionist" can be a very valuable element of the organizational structure system.

Important! Organizational culture forms a conditional coordinate system that allows you to understand at what point of functional progress the company is located. It helps to combine individual goals with a common collective one, forming a single cultural space.

The leader can use the company culture to attract team members certain type and to encourage preferred behavior in the team.

The success of the company's goals depends to the maximum extent on the culture and management style.

The content of the culture of the organization and its role in adjusting the leadership style

Let's consider 10 informative characteristics of culture identified by F. Harris and R. Moran.

1. Acceptance of yourself and your role in the company. In some companies, they are attentive to the problems of personnel, emotional assistance and external manifestations experiences of each, in others they value restraint and concealment by an employee of internal problems. Attention to the problems of everyone is a sign of a liberal style. It is important not to cross the line between help and "connivance", since unscrupulous employees can use such "kindness" with or without it.
2. Communication system and language of communication. The communication styles, jargon, abbreviations, and sign language formed in the company are unique for companies belonging to different territories, industries and having different functions. The company's management must understand these features and build interaction taking them into account.
3. The appearance of the employee. Even if the company does not have a strict dress code, it is worth remembering that appearance employee broadcasts to the world information about the level of the company, its values ​​and degree of responsibility.
4. Food habits and traditions. Catering (canteens, buffets, payment for lunches, division of tables according to job function, etc.) is a special point in the formation of relations with the head.
5. Time. The perception of time as a valuable resource should be introduced into the consciousness of each member of the team.
6. collective relationships. The manager should select subordinates in one unit, taking into account gender, age and other types of characteristics, since the number of conflicts that he will have to resolve depends on this.
7. Norms and values. Norms and rules of conduct should be prescribed for all team members, without exception.
8. Unleashing the potential of an employee. The quality of the work will depend on this item, how consciously it is performed and all the main qualitative characteristics of the labor process.
9. Ethics of work. A set of measures of material and non-material motivation, attitude to work not as a duty, but as a value, satisfaction with the final results of labor.
10. Influence of worldview. Experienced executives and HR managers will not disregard this complex and controversial point of the company's culture, which includes the presence or absence of faith in justice, leader's authority and fair remuneration.

Fact. Without taking into account the 10 main aspects of corporate culture, it is impossible to choose an effective management style.

Managers at any level must build their work on respect for the individual, fairness and unconditional leadership. Whatever leadership style is adopted, it is unacceptable to forget about honesty and dignity.

How to improve your management style

Attention! It is worth fixing the results on paper and periodically revise your feelings and the degree of stability of your position.

Council number 2. Eliminate your weak points. Subordinates feel the internal doubts and insecurities of the leader and may begin to "hack".

Council number 3. Continuously improve professional skills and level of special knowledge. The power of the intellect is the most authoritative and reliable.

Council number 4. Get ready to work in a team with your subordinates. It is necessary to evaluate the team as a single organism, each person in which performs a unique function.

Council number 5. Show respect and empathy for the problems of the team to a degree sufficient for the employee to understand his value in the company.

Council number 6. Analyze what limitations may prevent you from successfully coping with the management function and gradually eliminate them.

Council number 7. Improve communication with your subordinates. Without communication, effective leadership is impossible.

Remember! You should not go to the level of "friendship", it is enough to achieve team partnership and mutual respect.

Tip #8. Be attentive to any criticism from subordinates. Do not ignore dissatisfaction. This can lead to a weakening of your authority or to the omission of significant errors.

Tip #9. Accumulate group experience. Make it clear to colleagues that their joint potential is much wider than they imagine and should be used for personal and corporate success.

The leadership style in a real company should not be strictly divided into formal types, styles should be combined, innovations should be introduced into them and personal experience. If a leader can maintain a balance between authoritarian power and an extreme degree of liberalism, brings personal charisma to the process and follows at least some of the above tips, then it will become much more pleasant to work at an enterprise in any industry, go towards a common goal and tirelessly work on yourself and your tasks.

Video about an alternative classification of management styles and their interaction with 4 types of employees

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In accordance with the most common characteristic in management science, they distinguish following styles leadership: authoritarian (autocratic, directive), democratic (collegiate), liberal (liberal-anarchist, permissive, neutral, permissive).

The authoritarian leadership style is characterized by centralization and concentration of power in the hands of one leader. He single-handedly decides all issues, determines the activities of subordinates, not giving them the opportunity to take the initiative. Subordinates do only what is ordered; while the information they need is kept to a minimum. The activities of subordinates are strictly controlled. An autocratic leader uses either coercive or traditional power.

From a psychological point of view, the authoritarian style of management is unfavorable. The leader-autocrat has no interest in the employee as a person. Employees due to the suppression of their initiative and creative manifestations are passive. As a rule, they are mostly dissatisfied with their work and position in the team. With this leadership style, additional reasons appear that influence the emergence of an unfavorable psychological climate: “toadies”, “scapegoats” appear, and intrigues are created. All this is the cause of increased psychological stress, which is harmful to the mental and physical health of people.

The authoritarian style of leadership is expedient and justified: 1) in situations requiring maximum and rapid mobilization of resources (in emergency situations, accidents, military operations, production during war, etc.); 2) at the first stages of creating a new team; 3) in collectives with a low level of consciousness of the members of this collective; 4) in the army.

The democratic leadership style is characterized by the decentralization of power. The Democratic leader consults with subordinates and consults with specialists involved in decision-making. Subordinates receive sufficient information to have an idea about the prospects for their work. Employee initiative is encouraged. The leader delegates part of his power to subordinates. When exercising control, he introduces elements of collective self-government. The Democratic leader uses predominantly reward-based power and reference power (example power).

From a psychological point of view, the democratic style of management is the most favorable. The democrat leader shows interest and kind attention to employees, takes into account their interests, needs, and characteristics. This has a positive effect on the results of work, initiative, activity of employees, their satisfaction with their work and position in the team. A favorable psychological climate and team cohesion have a positive effect on the mental and physical health of employees. However, with all the positive characteristics of the democratic style of management, its implementation is possible only with high intellectual, organizational, psychological and communicative abilities.

It is advisable to use the democratic leadership style in production teams, regardless of industry affiliation and the type of products (services) produced. This leadership style is most effective in established teams with microgroups and informal leaders.

The liberal style of leadership is characterized by minimal interference of the leader in the activities of the group. The leader-liberal does not take an active part in the production activities of his subordinates. He sets tasks for them, indicates the main areas of work, provides the necessary resources and gives employees independence in achieving final results. His role is reduced to the functions of a consultant, coordinator, organizer, supplier, controller. The liberal leader tries to use power based on remuneration, expert or reference power.

From a psychological point of view, the liberal style of leadership can be viewed from two sides, depending on which team is headed by a liberal leader. This style gives positive results if the team consists of highly qualified specialists with great abilities for creative independent work, disciplined and responsible. It can also be applied in the form of an individual approach to the employee.

The most successful leader-liberal manages the team in which there are energetic and knowledgeable assistants (deputies) who can take on the functions of the leader. In this case, deputies practically manage and make decisions, they also resolve conflict situations.

With a liberal style of leadership, a strong one can take over informal leader. In this case, the leader-liberal must identify the "platform" of the leader and skillfully influence him in order to prevent anarchy, weakening of discipline and the emergence of an unfavorable socio-psychological climate. The most effective liberal management style is in scientific, creative teams, consisting of recognized authorities, talented, gifted people in specific areas of science, technology, culture and art.

If the collective has not “grown up” to the liberal style of management, but is still headed by a liberal leader, then such a style turns into a liberal-anarchist (permissive). At the same time, "maximum democracy" and "minimum control" lead to the fact that: 1) some employees do not consider it necessary to carry out decisions made; 2) the lack of control on the part of the management lets the work of subordinates “run its course”; 3) the results of the work are reduced due to the lack of control and its systematic evaluation; 4) people are not satisfied with their work and the leader. As a result, all this negatively affects the state of the psychological climate in the team.

In some collectives, the leader-liberal is commanded by his subordinates, and he is reputed to be a “good person” among them. However, this continues until a conflict situation arises. In this case, dissatisfied subordinates get out of obedience: the liberal style turns into an indulgent one, which leads to conflicts, disorganization and deterioration of labor discipline.

The above description of leadership styles does not exhaust the whole variety of forms of interaction between managers and subordinates.

In this rapidly changing world, a situational management style is applied, flexibly taking into account the level psychological development team of subordinates.

In addition to the situational management style, the innovative analytical style is popular and effective (especially in successful Japanese firms), which can ensure organizational survival in the face of intense market competition. It has:
generating a large number of ideas;
the ability to logically analyze the realism and perspective of these ideas;
energy, innovation, sensitivity to new ideas and information;
tolerance for failure;
ability to work with people.

According to the majority of foreign experts in the field of management, an effective management style is a participatory (participatory) management style, which is characterized by the following features:
regular meetings of the head with subordinates;
openness in relations between the leader and subordinates;
involvement of subordinates in the development and adoption of organizational decisions;
delegation (transfer) by the head of a number of powers and rights to subordinates;
participation of ordinary workers both in planning and in the implementation of organizational changes;
the creation of special groups with the right to make independent decisions (for example, "quality control groups");
providing the employee with the opportunity to autonomously (separately from other members of the organization) develop problems, new ideas.

The participatory style of leadership is most effectively applied in scientific organizations, innovative firms, in knowledge-intensive industries under the conditions if:
1) the leader has a high educational and creative level, knows how to appreciate and use the creative proposals of subordinates; self-assured;
2) subordinates have high level knowledge and skills, the need for creativity, independence and personal growth, interest in work;
3) the goals and objectives facing the employees of the organization involve a plurality of solutions, require theoretical analysis and high professional performance, strenuous efforts and creativity.

Thus, considering leadership styles in the aggregate, we can conclude that they act as opposites: autocratic-democratic, participatory; innovative analytical - liberal.

Effective, choosing a management style, should keep in mind the following circumstances:
- know yourself;
- understand the situation;
- evaluate the chosen management style adequately to the situation and the level of subordinates;
- take into account the needs of the group;
- take into account the needs of the situation;
- take into account the needs of subordinates.

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 style of leadership is a kind of "handwriting" in the actions of the manager.

Leadership style can be viewed as a particular form of style in general. The doctrine of styles in psychology is relatively young, so there is no generally accepted definition of style (A.V. Libin, 1998). Most general definition style focuses on the way the individual interacts with the world - both objective and social. You can associate style with specific forms of life, while it will become an attribute of the individual in this particular activity. Libin defines style as a stable and integral pattern of individual and personal manifestations of a person through the preferred form of interaction with the social and objective environment. Common to existing ideas about style is the emphasis on the stability and integrity of human behavior and activity in certain environmental conditions. Leadership and management are special forms professional activity that require adaptation of the socio-psychological properties of the subjects of these forms of activity. In this regard, the possibility of forming styles in professional management activities as stable and integral systems of personally determined methods of management and leadership is obvious.

The emergence of the concept of "Leadership style" and its study can be associated with the name German psychologist K. Levina. The name and number of leadership styles was varied, which is usually associated with political processes occurring in the thirties and forties of the 20th century. “The classic experiment was carried out under the direction of K. Levin (1938). A group of teenage children (boys 11-12 years old) under the guidance of adults sculpted papier-mâché masks. The leaders of the three groups (adult leaders, not leaders spontaneously promoted from among the children) demonstrated different style guidelines, and the experimenters then compared the performance of the three groups. It was this experiment that made it possible to identify three main styles of leadership / leadership:

• authoritarian (directive);
• democratic (collegiate);
• Permissive (permissive, liberal).

Leadership style is the way a leader manages subordinates to achieve job satisfaction. Consider each style separately, highlight their features:

Authoritarian (directive) leadership style. This style is characterized by high centralization of power, rigid dictates of the will, dominance of one-man command. Leader position-outside the group he gives brief, clear, businesslike orders, his tone is unfriendly, his voice decisive. The actions of subordinates are strictly controlled, the leader does not give them the opportunity to take the initiative.

The authoritarian style implies a large distance in education between the leader and the subordinate, as well as the material motivation of employees. The interests of the cause are placed much higher than the interests of people, harshness and rudeness prevail in communication, criticism of the leader is not acceptable, because only he knows the actual state of affairs in the team and the prospects further development. All decisions are made unilaterally, the opinion of subordinates is not taken into account. The leader keeps a distance in relations with subordinates and informs them only of those facts that they must know in order to fulfill their tasks. Prevailing methods of management are orders, punishments, remarks, reprimands, deprivation of various benefits.

With regard to this style, you can use the theory X Douglas McGregor, in which the leader uses directive strict methods of management, such as coercion and punishment, as factors of labor motivation. It also restricts the freedom and autonomy of subordinates. The latter, in turn, are average, lazy people and, as far as possible, shirk work, they are not ambitious, they are afraid of any responsibility and they themselves want to be led. Pressure from the leader is necessary to achieve the goals of the organization, strict management of subordinates and private control over them are inevitable.

The leader seeks to simplify the goals, break them down into smaller ones, set a separate task for each subordinate, which makes it easy to control its implementation. The hierarchy in such organizations, as a rule, is very strict, the channels for collecting information work clearly and quickly.

Authoritarian management style considered justified in a crisis situation (war, disaster, crisis situation in the company) when solutions need to be applied quickly. Rigid dictatorship becomes necessary to guarantee the prompt implementation of decisions and their reliable control.

Democratic (collegiate) leadership style characterized by the distribution of authority, responsibility and initiative between the leader and subordinates. Leader position-within the group, he always finds out the opinion of the team on important production issues, makes collegial decisions.

Supervisor deliberately decentralizes its power, does not impose its will and most often delegates its powers to subordinates as far as possible. Communication takes place in a friendly, polite, comradely tone, in the form of requests, advice and wishes. Only as necessary, the leader can apply orders. Discipline in a team is based only on the consciousness of subordinates. rather than fear of superiors. All actions are not planned in advance, but are discussed in the team, as the leader is aware that he cannot know and foresee everything. Its main function is coordination and unobtrusive control over the result of work, it includes subordinates in the decision-making process for which it is responsible. Self-control is allowed.

The head informs in detail about the actual state of affairs, which must be known to perform production tasks, in such an organization there is free access to information. Also, the manager is open and trusts his subordinates, for the benefit of the team he refuses individual privileges and encourages initiative.

For this style, you can use theory Y by Douglas McGregor, in which "work is a natural process, self-management and familiarization with the tasks and goals of the organization allow us to creatively solve emerging problems together with management." Employees take into account the target settings, have self-discipline and self-control. The goals of the enterprise are achieved in the shortest possible way through monetary incentives and the provision of opportunities individual development. With a favorable experience, employees are not afraid of responsibility.

Usually, the democratic style of management is used when the performers are well versed in the work they perform and can creatively approach it from all sides, bring novelty.

Permissive (permissive, liberal) leadership style. This style is characterized by the lack of active participation of the leader in the management of the team, thus leader position-away from the group. Workers are left to themselves, have complete freedom to take independent solutions for major production tasks. Praise and censure from the head is almost absent. “A management style focused on strengthening the team and maintaining human relations is most suitable in situations that are moderately favorable for the leader, when he does not have enough power to ensure the necessary level of cooperation with subordinates, but if the relationship is good, people generally tend to do what is required of them. Under these conditions, the focus on the organizational side of the matter can cause conflict, as a result of which the already weak influence of the leader on subordinates will fall even more. Orientation to human relations on the contrary, it can increase his influence and improve relations with subordinates.

This leadership style is based on high consciousness and devotion to a common cause, competence and responsibility for actions is transferred to employees who make decisions after agreeing them with the leader. With such a delegation of authority, the employees' own initiative is supported, the manager only creates the necessary organizational conditions for their work, which predetermine the final result, provides the necessary information, and himself fades into the background. Thus, the manager is in the role of consultant and expert evaluating the results obtained. The effectiveness of this style depends on the aspirations of subordinates., their high qualifications, dedication and fairness on the part of the manager in relation to evaluation results and remuneration. At the same time, rewards and punishments remain in the background compared to the internal satisfaction that subordinates receive from the realization of their potential and creative possibilities.

This leadership style is justified if the team is staffed with highly qualified specialists, and they perform creative or individual work.

“The art of management involves the flexible use of one or another style of leadership, and the adoption by the leader of one of them should be associated with the group effectiveness of applying a particular style.