Download a presentation on who is a leader. Presentation: Leadership in social groups. D. McGregor, Theory Y - the concept of employees of a democratic leader

Who is such a leader? LEADER (English leader - leader, leader) - the most authoritative member of the group Leader Leader is considered a person who has the greatest authority and recognition in his group, able to lead other people. The leader is not appointed, he is nominated himself due to his personal qualities. leader

At the beginning of the 20th century, the American sociologist Emory Stephen Bogardus listed the qualities that a leader should possess: a sense of humor, tact, the ability to foresee, the ability to attract attention, the ability to please people, the willingness to take responsibility, etc. He believed that qualities such as intelligence, energy, and character make a person a leader. His compatriot R. Stogdill called many studies, tried to prove that the leader is more intelligent than those around him in 1948, summarizing the data for 124 leadership traits. He must possess great his people.

The list of traits necessary for a leader was constantly expanding, but the correct explanation for this phenomenon was never found. Some people still think that leadership is a quality that is either there from birth, or it is not there at all. But this is not so, because the art of being a leader can be learned. Of course, learning the secrets of mastery does not mean that we will become leaders like Napoleon, Caesar ... Having studied them, we will learn how to act effectively and make the right decisions.

Imagination If something is to be created, built, moved, or organized, a person must have a clear idea of ​​what the result will be. This requires the ability to imagine the non-existent. This representation, a mental picture, consists of real things that we have seen somewhere, but changed and adapted in a new way.

Talent It is necessary to accurately distinguish between talent and ability. A capable person is one who does with relative ease what others find difficult. It can be playing the cello, horseback riding or football. But in order to rise above ability, organizing the work of others, whether it be conducting an orchestra, leading troops in battle, one needs talent. A talented person keeps the situation under control.

Determination This is more than just a strong desire to succeed. Determination has three components. First, the leader knows that the assigned task is within human limits. Second, he believes that whatever needs to be done will be done. Thirdly, he must convey his conviction to others. His calm confidence will give strength to the rest of the team.

Rigidity Perhaps few people today are ready to accept this, but experience shows that you can only succeed if you are ruthless towards ill-wishers, idlers and lazy people. There are leaders who are both loved and respected, but this does not mean, but this does not mean that they have never been tough.

Attraction The leader must be a magnet, a central figure to which all others are drawn. The force of attraction is greater the more often you are in sight. Of course, in a large company it is quite difficult to be in the public eye, but there they constantly talk about the leader in his absence. He must become a legend, the hero of stories, real or fictional. He does not surround himself with admirers, seeking fame and attention, because the leader already has them. He does not need to demonstrate his importance. She is obvious.

slide 2

The concept of a leader means a person who plays a dominant role in the structure of interpersonal relationships.

Leadership is the process of influencing individuals or groups of people to achieve their goals. Leadership is the most important factor in the management system of organizational management

slide 3

Leader signs:

highly active and proactive in solving the main tasks of the group; able to influence other members of the group; well informed about the problem being solved, about the members of the group and about the situation as a whole; behavior corresponds to social attitudes, values ​​and norms adopted in this group; possesses personal qualities that are reference for this group; is able to go beyond the recognized norms and reference value orientations.

slide 4

A leader is a person who can have a real impact on the behavior of employees. Unlike the leader, the leader is an official person vested with authority and associated with the organization of the main activities of the group. The formal leader is not always the leader. The nomination of a leader is influenced by objective and subjective factors

slide 5

Types of Leadership

Leader-organizer (the ability to quickly find effective ways and means of solving problems); Leader-creator (attracts to himself with the ability to see the new, take on the solution of problems that may seem insoluble) relies on excellent knowledge of the situation, is aware of gossip and gossip and therefore knows well whom and how to influence) Comforter leader (ready to support in difficult times)

slide 6

Types of leadership according to the content of leadership activity

1. Business leadership. It is characteristic of groups that arise on the basis of production goals. It is based on such qualities as high competence, the ability to solve organizational problems better than others, business authority, experience, etc. Business leadership has the strongest influence on leadership effectiveness. 2. Emotional leadership. It arises in socio-psychological groups on the basis of human sympathies, the attractiveness of interpersonal communication. An emotional leader inspires confidence in people, radiates warmth, inspires confidence, relieves psychological tension, creates an atmosphere of psychological comfort. 3. Informational leadership (the brain of the group) everyone asks questions, because he is an erudite, knows everything, can explain and help find the necessary information.

Slide 7

Leadership theories

Trait Theory Charismatic Leadership Concepts Behavioral Approach Situational Approach Modern Approach

Slide 8

1. Trait Theory: Leaders Are Born, Not Made

R. Stogdill (1948) singled out 5 main qualities: mind or intellectual abilities; dominance or dominance over others; self confidence; activity and vigor; business knowledge.

Slide 9

Trait theory has a number of disadvantages:

First, the list of potentially important leadership qualities is almost endless. For this reason, it has become impossible to create the "only true" image of the leader. Secondly, it was not possible to establish a close relationship between the considered qualities and leadership and help to identify the latter in practice.

Slide 10

Napoleon (161-162 cm) Lenin (162 cm) Stalin (164 cm) Yuri Gagarin (157 cm) Hitler (158 cm) Denis De Vito (152 cm) Dmitry Medvedev (162 cm) Nikita Khrushchev (166 cm)

slide 11

2. Concepts of charismatic leadership

Charisma is a form of influencing others through personal attraction that elicits support and recognition of leadership, which gives the owner of charisma power over followers. Many believe that gaining charisma is associated with the leader's ability to find his admirers and admirers and even change their composition depending on the situation. Others define charisma as a set of specific leadership qualities and behaviors of a leader. A charismatic leader is one who, by virtue of his personal qualities, is able to have a profound impact on followers. Leaders of this type have a high need for power, have a strong need for action, and are convinced of the moral rightness of what they believe.

slide 12

Concepts of charismatic leadership

Research suggests that charisma has a negative side associated with the usurpation of personal power or a leader's complete focus on himself, and a positive one associated with an emphasis on shared power and a tendency to delegate part of it to followers. This helps to explain the difference between leaders like Hitler, Lenin, Stalin and the likes of Sakharov, Martin Luther King and the like. In general, a charismatic leader is credited with having self-confidence, high sensitivity to the external environment, a vision of solving a problem outside the status quo, the ability to reduce this vision to a level that is understandable to followers and encourages them to act; extraordinary behavior in realizing their vision.

slide 13

3. Behavioral approach (1940-50s) focuses on leadership style

Slide 14

Kurt Lewin (German psychologist)

slide 15

Table 2. The content of the three leadership styles For four months, K. Levin conducted experiments in three groups of ten-year-olds.

slide 16

Douglas McGregor

Theory X: disgusted with work; needs control, coercion, guidance and the threat of punishment; avoids responsibility. Theory Y: refers to work as a way of self-realization of one's creative powers; is able to use his experience and skills in solving problems of the organization; knows how to take responsibility and, under certain conditions, strives for it.

Slide 17

William OuchiTheory Z

responsibility of the manager for the fate of the employee and therefore - long-term hiring of personnel; group decision making; slow evaluation of personnel and their moderate promotion; informal control by clear methods; non-specialized career, taking into account the internal interests and inclinations of the employee. Selection of work for the worker, and not the worker for work; individual responsibility for a group decision; comprehensive care for employees based on knowledge of their interests and needs.

Slide 18

4. The situational approach (early 1960s) argues that situational factors play a decisive role in the effectiveness of leadership, while not rejecting the importance of personal and behavioral characteristics.

Slide 19

F. Fiedler's leadership model (leadership style and situation) Three factors influencing the leader's behavior: - relationship between the leader and subordinates (degree of trust and respect); - task structure (labor regulation); - the power of the leader (the scope of official powers).

Slide 20

Theory of the life cycle of P. Ghersi and K. Blanchard. This theory states that an effective leadership style should always be different depending on the maturity of the performers and the nature of the managerial situation. Maturity is determined by the qualifications, abilities and experience of employees, the willingness to bear responsibility, the desire to achieve the goal, i.e. is a characteristic of a particular situation.

slide 21

The theory establishes four leadership styles corresponding to the level of staff maturity: high task orientation and low people orientation (give instructions); equally high orientation to the task and people (to sell); low task orientation and high people orientation (participate); equally low task and people orientation (to delegate).

slide 22

The practical significance of situational theories of leadership:

the plurality of optimal leadership styles depending on the situation indicate the absence of a single universal management style establish the effectiveness of leadership depending on situational factors, the manager must be able to be flexible and find the best solution, not relying only on intuition or habitual behavior, but adapting to the requirements of a particular situation. At present, the opinion is firmly established that the effectiveness of leadership is situational in nature and depends on the preferences, personal qualities of subordinates, the degree of their faith in their own strengths and the ability to influence the situation.

slide 23

5. Modern approaches (1990s) - the effectiveness of reality-oriented adaptive leadership. It means the application of all known management styles, methods and ways of influencing people, in accordance with a specific situation.

slide 24

Slide 25

Differences between a leader and a leader:

the leader is mainly called upon to regulate interpersonal relations in the group, while the leader regulates the official relations of the group as a kind of social organization; leadership can be stated in the conditions of the microenvironment (which is the small group), leadership is an element of the macroenvironment, i.e. it is connected with the whole system of social relations; leadership arises spontaneously, the head of any real social group is either appointed or elected; the phenomenon of leadership is less stable, the nomination of a leader largely depends on the mood of the group, while leadership is a more stable phenomenon; management of subordinates, in contrast to leadership, has a much more specific system of various sanctions, which are not in the hands of the leader; the decision-making process of the leader is much more complex and mediated by many different circumstances and considerations, while the leader makes more direct decisions regarding group activities; the scope of the leader is mainly a small group, where he is the leader, the scope of the leader is wider, since he represents a small group in a wider social system

slide 26

Manager or leader?

Does the right thing Adore Relies on people Uses only reason Controls Trusts Supports movement Works on the goals of others Entrusts Plan - the basis of action Gives impetus to movement Professional Enthusiast Respected Does the right thing Administrator Innovator Works on his goals Relies on the system Vision is the basis of action Uses both arguments and actions and emotions Inspiring

Slide 27

Manager Administrator Instructs Works on the goals of others Plan - the basis of action Rely on the system Uses only reason Controls Keeps the movement Professional Respected Does the right thing Leader Innovator Inspires Works on its goals Vision is the basis of action Relies on people Uses both reasons and emotions Trusts Gives impetus to movement Enthusiast Adore Does the right thing

View all slides

Ministry of Education and Science

Tambov State University G.R. Derzhavin

Academy of Business Economics

Abstract on the topic: "Leadership in a social group."

Performed by a student of group 203:
Prokhorova D.D.

Teacher:
Belinskaya D.V.

Tambov 2010

Introduction

1. The concept and content of leadership.

2. General theories of leadership.

3. Qualities inherent in a leader.

5. The environment of the leader.

6. Leadership in small groups.

7. Political leadership.

8. Leadership and modernity.

Conclusion

Bibliography

Introduction.

Leadership is an essential component of effective leadership. It is found wherever there is a stable association of people. The word "leader" itself means "leader", "leader". Despite the apparent simplicity of this concept, in modern science, in the presence of a commonality of the initial positions of various authors, leadership is characterized ambiguously.

Leadership differs from leadership, which involves a fairly rigid and formalized system of domination-subordination relations. The leader is a symbol of community and a model of group behavior. It is put forward, as a rule, from below, mostly spontaneously and accepted by followers.

The importance of leadership for the management of an organization raises the question of the impact on this phenomenon. Leadership must be managed, that is, it is necessary to single out leaders, develop constructive and eliminate destructive leaders.

The effectiveness of leadership is directly related to the ability of leaders to manage organizational and interpersonal communication, influencing its character.

The role of a leader in personnel management is determined by his efforts to select worthy applicants for membership in the working group, he must direct group energy to achieve organizational goals. Leadership also finds expression in the impact on group members, encourages them to show their strong personal qualities and restrain the manifestation of weak character traits. The effectiveness of the leader's work is manifested in his ability to manage social conflicts. The management of social conflict consists of the consistent activity of the leader, who seeks to constructively influence the situation that caused the conflict, the participants in the conflict and the nature of the interaction of all interested subjects. Depending on the nature of the conflict and the characteristics of its participants, a leader trying to manage the conflict may choose the role of mediator or judge.

The indispensable role of a leader in the implementation of changes is to determine the idea of ​​innovation, the formation of goals on its basis, a common vision and a strategy for change.

In my essay, I tried to give an idea of ​​what leadership is in general, what features a real leader should have, how a leader behaves in a small group, his significance and influence on the group.

1. The concept and content of leadership.

Practice shows that no single factor provides greater benefits and benefits to the organization than effective leadership. Leaders are needed to determine goals and objectives, to organize, coordinate, ensure interpersonal contacts with subordinates and choose the best, most effective ways to solve certain problems. Clearly, organizations with leaders can achieve all of this much faster than organizations without leaders.

The word leader comes from the English lead (lead). So, the leader is the leader who goes ahead. A leader is a member of an organization with a high personal status, exerting a strong influence on the opinions and behavior of the people around him, members of an association, organization, and performing a set of functions.

Leadership is defined as a process of social influence in which the leader seeks the voluntary participation of subordinates in activities to achieve organizational goals; or as a process of influencing group activity, which is aimed at achieving goals.

The problem of leadership is a traditional problem of social philosophy from antiquity to the present day. Only if earlier the great historical leaders were at the center of the study, now the problem of leadership is studied mainly in small groups.

A leader is a person who is able to unite people to achieve a specific goal. The type of leader is associated with the nature of the social order, the nature of the group and the specific situation. Within the framework of the Weberian tradition of leadership research, three types of leaders are distinguished, corresponding to different forms of authority (charismatic, traditional, and legal). As part of the study of leadership in small groups, a distinction is made between formal and informal leadership. The formal leader is appointed or elected, thus acquiring the status of leader. The informal leader is a member of the group who is able to unite the group on the basis of personal influence. Relationships in formal and informal leadership are built according to two types: leader - subordinates or leader - followers. These types of leadership either complement each other (in the person of an authoritative leader) or conflict, leading to a decrease in the effectiveness of the organization.

The style distinguishes between: authoritarian leadership, involving the sole management of the activities of the group; democratic, involving members of the group in the management, and anarchic, when the group is left to itself. In different types of organizations, different types of leadership can be effective to different degrees.

Regarding the nature of leadership in sociology, there are several points of view. One of the earliest was the "trait theory", based on the need for certain qualities to fulfill the role of a leader. Moreover, the set of these qualities turned out to be different for different authors and almost endless. "Situational theory" proceeds from the determining role of those specific conditions in which the leader acts. Modern approaches try to combine the achievements of both theories. They focus on the leader's ability to create a new vision for solving a problem and use their authority to inspire followers to take action to achieve goals.

The phenomenon of leadership is rooted in the very nature of man and society. Phenomena, in many respects similar to leadership, are found in the environment of animals leading a collective, herd lifestyle. The strongest, smartest enough, stubborn and determined individual always stands out here - the leader, leading the herd (flock) in accordance with its unwritten laws, which are dictated by relationships with the environment and are biologically programmed.

Leadership is based on the specific needs of complex systems. These include, first of all, the need for self-organization, streamlining the behavior of individual elements of the system in order to ensure its vital and functional ability. Such orderliness is achieved thanks to the vertical (management - subordination) and horizontal (correlative single-level links, for example, division of labor and cooperation) distribution of functions and roles, and above all, the allocation of the managerial function and the structures that implement it, which usually require a hierarchical, pyramidal organization for their effectiveness. . The top of such a managerial pyramid is the leader.

The clarity of the allocation of leading positions depends on the type of community that makes up the system and its relationship with the environment. In systems characterized by low group integration and a high degree of autonomy and freedom of various elements and levels of the organization, the leader's functions are weakly expressed. As the needs of the system, the people themselves in complex organized collective actions increase, and the awareness of these needs in the form of collective goals, the specification of the leader's functions and his structural, institutional isolation increase.

In small groups based on direct contacts of their members, the institutionalization of leading positions may not occur. Here, the individual qualities of the individual, her ability to unite the group, to lead it along come to the fore. In large associations, the effectiveness of collective actions of which requires a clear functional-role differentiation and specialization, as well as efficiency of management and rigidity of subordination, institutionalization and formalization (official consolidation) of leading positions, giving them relatively large powers of authority are mandatory.

It is to this type of associations that modern production belongs. It pursues certain, fairly stable goals, the implementation of which requires the coherence of the actions of many people, their coordination and regulation on the basis of the division of labor. Because of this, in labor organizations, the institutionalization of leadership is obligatory, its constitution into leadership, which, relying on positions of power, comes to the forefront of management.

An analysis of the nature of leadership shows that it comes from certain needs of people and their associations, which the leaders are called upon to satisfy.

2. General theories of leadership.

Leadership is not a new leadership style, but a way of organizing power in a civil society with a developed political consciousness of all or most of its social strata. Such a society has arisen relatively recently or is still taking shape, and even then not everywhere. But this is the perspective and necessity of history and politics. Members of civil society are thinking participants in political life, so they have the opportunity to consciously choose their leader. The behavior of the leader should convince them that his actions are correct and beneficial, and not dictated by self-interest or lust for power. Society, for its part, cannot manipulate the leader. Social and political partnership, mutual understanding of the leader and his followers are the basis of the new modern politics.

So, leadership is one of the manifestations of power, a distinctive feature of political activity, the right to nominate a leader who carries it out. This phenomenon is also inherent in other types of activity - the production of things and ideas, science, sports, etc.

A prerequisite for leadership is the possession of power in specific formal or informal organizations of various levels and scales - from the state and even a group of states to government agencies, local governments or popular and public groups and movements. The formalized power of the leader is enshrined in law. But in all cases, the leader has a social and psychological, emotional support in society or in groups of people who follow him.

It is absolutely clear that the understanding of leadership accepted in social psychology as peculiar only to a small group was due not so much to the theoretical positions of various researchers as to ideological and political orders and prohibitions of the recent past, when it was unacceptable even theoretically to assume that the leaders of the party and the state are not leaders. For decades, the head of state has been the leaders who are appointed to this post and do not go through the complicated election procedure inherent in the phenomenon of political leadership.

So, we can state that in our psychology the question of political leadership, i.e. about leadership at the level of large social groups, has not been raised at all, except for timid attempts to consider the phenomenon of leadership. In Western literature, the tendencies of direct, mechanical transfer of personal characteristics and leadership mechanisms in small groups to the personality of a political, statesman and leadership mechanisms in large systems prevailed.

In the theory of social psychology that was being developed in our country (as I am in other areas of psychology), the activity approach proposed by A.N. will become a leader, and what leadership style will be most effective.

To some extent, this approach overlaps with American situational leadership theories. What they have in common is that both approaches are aimed at revealing the connection and dependence between the phenomenon and the institution of leadership, on the one hand, and the environment in which this leadership is exercised. The difference lies in the fact that situational theories take into account the features characteristic of the leadership environment: time, place, circumstances of group actions, i.e. external parameters related to both the leader and the group he leads as a whole.

The activity approach focuses on such internal characteristics of the group as goals, objectives and composition.

Naturally, in the Soviet period, studies of the phenomenon of leadership were carried out exclusively from the point of view of the activity approach and in line with the problems of small groups. The main emphasis in these studies was the creation of methods for identifying a leader in a group, determining his style. However, one of the most important questions that arise in the analysis of the problem, the question of the origin of the phenomenon of leadership, of course, was not raised.

3. Qualities inherent in a leader.

The development of organizational, managerial qualities of a leader is already a problem of his own training and education. The ability to form a group, rally it, define goals, set the necessary tasks for society (or an institution, government), formulate a program that unites society - these are modern requirements for politics.

In a small group (it can be the elite of the levels of power and the core of any other leadership), the role of the leader is to rally its members and direct their activities. It requires close personal communication with the immediate environment. At the same time, his personal qualities are revealed and play an organizing role.

The ability to control the situation, make decisions, take responsibility, make the right political choice (people, problems, priorities).

At the same time, the leader must be able to satisfy the interests of the group without going beyond the limits of law and civil norms and without making his environment dependent on his benefactions. The relationship with the group and the authority of the leader are significantly influenced by the personal style of his behavior (authoritarian, tough or democratic).

A leader must not only want to lead people, but also possess the necessary qualities for this. Followers must be ready to follow him and carry out the program he has planned. One of the conditions of leadership is getting maximum information in minimum time. Modern technical means of communication and information meet this requirement.

Among the most frequently mentioned personal qualities of effective leaders by researchers are: intelligence, desire for knowledge, dominance, self-confidence, emotional balance, resistance to stress, creativity, desire for achievement, enterprise, reliability, responsibility, independence, sociability.

The relationship between the leader and his team is an important aspect of the new leadership organization. Purposefulness, adherence to principles, awareness of responsibility to society (or a managed institution), understanding of its tasks and requests are integral qualities of a leader. They must be in his environment. These qualities unite them in the same way as the general ability to conduct a discussion, to combine the desire for self-assertion with the interests of the team and colleagues, and to treat their merits positively. The leader must be able to reasonably, reasonably and timely move his employees and create conditions for their professional growth, use their abilities and opportunities.

The management of various programs and processes is so connected with personnel management that a deep knowledge of the abilities and psychology of subordinates and the environment is sometimes more important for a leader than his own experience. He must have a clear idea of ​​​​the problems that concern his employees, and reckon with their moods.

4. Natural properties and selection of leaders.

Many thousands, even tens of thousands of people are actively involved in political activities in every country. They come from all walks of life.

The vast majority of them are aware of their enormous responsibility. But they are unlikely to take it upon themselves only for the sake of possible power, fame and wealth, because. getting them isn't always easy. But if some people decide, it means that they are somehow different from everyone else. How do they differ from others and what do they have in common?

Apparently, they have passionarity in common, so L. Gumilyov singles out people who have an excess of biochemical energy. Their desire to change the environment exceeds the instinct of self-preservation. Although passionaries make up a very small percentage of demolition, they are being promoted in all spheres of society.

However, the direction of the energy of many passionaries turns out to be in the wrong place at the wrong time, and they die like high-grade seeds that have fallen on unfavorable soil. This is what happens to many in politics. But those whose direction of energy resonates with society and meets its current needs become political leaders.

Each leader is unique as a political phenomenon. But with all the diversity of political leaders, one can find important common features in all of them.

First, the initiative or taking responsibility for the initiative of political action, the direction and mobilization of political force. At the same time, it cannot be argued that leaders are characterized by a deep and even dialectically materialistic understanding of the development of society. History has proven that even V. Lenin did not possess it. And many leaders were not the smartest or most educated of their contemporaries. Not all of them were able to foresee the consequences of their actions and realize their role. Some were adventurers.

Secondly, the willingness to bear responsibility for their followers, for their organization, its political strength, for the whole society. And here, as in the first property, many can be explained only by passionarity.

Thirdly, the possession of a certain political intuition. It allows you to grasp what cannot be seen or calculated. Intuition is much more important than scientific knowledge, theoretical training. Outstanding political leaders were not scientists, political scientists, even if they were called "luminaries of all sciences."

Fourthly, - the ability to convince, rather - to captivate people. This, probably, is also a gift of passionarity.

Of course, leaders are endowed with these properties in varying proportions. In addition, the properties of a leader are multiplied or weakened depending on what his immediate environment is, what organization he relies on, whether and to what extent he has power, especially state power.

There are leaders who transcend the real possibilities of their environment and contribute to their growth. These are F. Mitterrand in the French Socialist Party, B. Craxi in the Italian Socialist Party and GD Genscher in the Free Democratic Party of Germany. At the same time, there are leaders who fall below the real capabilities of their environment and hinder their growth. An example is HJ Vogel in the German Social Democracy. But all this is revealed during the most rigorous selection not by any personnel officers, but by the policy itself. The first step in the selection of a political leader is activity in one's own political organization. If successful, it becomes his support, tribune, and sometimes springboard.

The second stage of selection is to check the ideological and political orientation and program of the leader for compliance with the aspirations of society in a particular situation. At the same time, even absolutely fantastic orientations and incoherent programs are successful in some situations. After all, it is not learned men who act as judges, but often confused or desperate masses of fellow citizens. Yes, and the authorship of programs is attributed to leaders more often than they themselves write them. But in any case, success can only be achieved if the leader is able to convince, attract and direct the political mass sufficient for success.

But both the requirements for political leaders and the ways of their selection differ significantly. Each type of political system - liberal-democratic, national-democratic, national-authoritarian, theocratic-authoritarian and totalitarian-socialist - has its own requirements and its own methods of selection of political leaders. Therefore, they have different types of leaders.

But the selection of political leaders takes place in a completely different way in conditions of crisis, the breakdown of the political system, and revolution. Under such conditions, the political masses play a special role in nominating a leader. Suffice it to recall the nomination of L. Walesa in Poland.

However, the selection of political leaders nowhere has mandatory instances, written rules and standards.

The appearance of many of them was unpredictable. The leaders of the coups - from V. Lenin and A. Hitler to C. de Gosha, L. Walesa and M. Gorbachev - were put forward amazingly quickly. The leadership of reformers gradually took shape, for example, W. Churchill, F. Mitterrand, G. Kohl. I. Stalin's bloody path to leadership was peculiar.

Many make political careers, occupy top positions. But not everyone is able to become political leaders. No matter how the CPSU tried with all its might to endow L. Brezhnev with leadership, they said about his authority among the people: "A cult without a personality." On the other hand, no matter how hard the leaders of the CPSU tried to “keep B. Yeltsin out of politics” after disagreements with him, events put him in the lead, despite the fact that he sometimes even complicated this process.

5. The environment of the leader.

Leadership presupposes a certain character of the immediate environment. It should be selected on business, professional grounds. Personal loyalty is an important quality of the environment, but not enough for modern politics. Unanimity, mutual understanding, interest in the cause, mutual trust, confidence in the correctness of the choice, moral stability, conviction also give the right to take a place in the team surrounding the "leader. The prestige of the place, career opportunities, recognition in the team and outside it, in spheres of power and administration, in society and in the country.But it is important that all this be with high professional competence.A comrade-in-arms must have a clear idea of ​​​​the general state of affairs in which he is engaged under the leadership of a leader, about his role, duties in a group, have analytical , creative abilities for political work.The qualities of his followers are concentrated in the leader.Therefore, he should be interested in selecting people who are superior to him in some qualities.

The relationship between the leader and his team is an important aspect of the new leadership organization of power. Purposefulness, adherence to principles, awareness of responsibility to society (or a managed institution), understanding of its tasks and requests are integral qualities of a leader. They must be in his environment. These qualities unite them in the same way as the general ability to conduct a discussion, to combine the desire for self-assertion with the interests of the team and colleagues, and to treat their merits positively. The leader must be able to reasonably, reasonably and timely move his employees and create conditions for their professional growth, use their abilities and opportunities.

The management of political processes is so connected with personnel management that a deep knowledge of the abilities and psychology of subordinates and the environment is sometimes more important for a leader than his own experience. He must have a clear idea of ​​​​the problems that concern his employees, and reckon with their moods.

It is good if the leader manages to create in his environment a "think tank" - a council of the most qualified experts on the most important policy issues. Then the authorities have competent recommendations and consultations, the results of the so-called "brainstorming" - the urgent and intense collective work of a narrow or wider circle of specialists to solve some urgent problem. Modern statesmen and politicians usually create staffs of advisers and professional experts in the centers of power. They have always existed under sovereigns in the form of various state or secret councils. The novelty lies in filling such institutions of various kinds (Security Councils, committees and commissions) not with dignitaries, but with experts. In this way, not only individual political problems are solved, but also the problem of scientific policy, which in our century everyone is trying to solve in one way or another.

6. Leadership in small groups.

When characterizing dynamic processes in small groups, the question naturally arises of how the group is organized, who takes over the functions of its organization, and what is the psychological pattern of group management activities. The problem of leadership and leadership is one of the cardinal problems of social psychology, because both of these processes do not simply relate to the problem of integrating group activity, but psychologically describe the subject of this integration. When the problem is referred to as the "problem of leadership", then this only pays tribute to the socio-psychological tradition associated with the study of this phenomenon. In modern conditions, the problem should be posed much broader, as the problem of group leadership. Therefore, it is extremely important to make, first of all, terminological clarifications and separate the concepts of "leader" and "manager". In Russian, there are two special terms for designating these two different phenomena (the same, however, as in German, but not in English, where “leader” is used in both cases) and differences in the content of these concepts are determined. At the same time, the use of the concept of "leader" in political terminology is not considered. B. D. Parygin names the following differences between a leader and a leader: 1) the leader is mainly called upon to regulate interpersonal relations in the group, while the leader regulates the official relations of the group as a kind of social organization; 2) leadership can be stated in the conditions of the microenvironment (which is the small group), leadership is an element of the macroenvironment, i.e. it is connected with the whole system of social relations; 3) leadership arises spontaneously, the head of any real social group is either appointed or elected, but one way or another this process is not spontaneous, but, on the contrary, purposeful, carried out under the control of various elements of the social structure; 4) the phenomenon of leadership is less stable, the nomination of a leader largely depends on the mood of the group, while leadership is a more stable phenomenon; 5) management of subordinates, in contrast to leadership, has a much more specific system of various sanctions, which are not in the hands of the leader; 6) the decision-making process of the leader (and in general in the management system) is much more complex and mediated by many different circumstances and considerations, not necessarily rooted in this group, while the leader makes more direct decisions regarding group activities; 7) the scope of the leader's activity is basically a small group, where he is the leader, the scope of the leader is wider, since he represents a small group in a wider social system. These differences (with some variations) are also mentioned by other authors.

As can be seen from the above considerations, the leader and leader, however, deal with the same order type of problems, namely, they are called upon to stimulate the group, to direct it towards the solution of certain problems, to take care of the means by which these problems can be solved.

Leadership is a purely psychological characteristic of the behavior of certain members of the group, leadership is to a greater extent a social characteristic of relations in the group, primarily in terms of the distribution of management and subordination roles. The sequence in the analysis of this problem should be exactly this: first, the identification of the general characteristics of the leadership mechanism, and then the interpretation of this mechanism within the framework of the specific activity of the leader.

The leader is such a member of a small group, which is nominated as a result of the interaction of group members to organize the group in solving a specific problem. He demonstrates a higher level of activity, participation, influence in solving this problem than other members of the group.

Thus, the leader is put forward in a specific situation, taking on certain functions. The remaining members of the group take the lead, i.e. they build a relationship with the leader that assumes that he will lead, and they will be followers. Leadership must be considered as a group phenomenon: a leader is unthinkable alone, he is always given as an element of a group structure, and leadership is a system of relations in this structure. Therefore, the phenomenon of leadership refers to the dynamic processes of a small group. This process can be quite contradictory: the measure of the leader's claims and the measure of readiness of other members of the group to accept his leading role may not coincide.

Finding out the real capabilities of the leader means finding out how the other members of the group perceive the leader. The measure of the leader's influence on the group is also not a constant value; under certain circumstances, leadership opportunities can increase, while under others, on the contrary, they can decrease. Sometimes the concept of a leader is identified with the concept of "authority", which is not entirely correct: of course, the leader acts as an authority for the group, but not every authority necessarily means the leadership capabilities of its bearer. The leader must organize the solution of some problem, the authority does not perform such a function, he can simply act as an example, as an ideal, but not at all take on the solution of the problem. Therefore, the phenomenon of leadership is a very specific phenomenon that cannot be described by any other concepts.

Leadership in a small group is the phenomenon of the impact or influence of an individual on the opinions, assessments, attitudes and behavior of the group as a whole or its individual members. Leadership is based on the qualities of the leader and the socio-psychological relationships that develop in the group. Therefore, leadership as a phenomenon based on socio-psychological mechanisms should be distinguished from leadership, which is based on the use of economic, organizational and command-administrative methods of influence.

The main referents (features) of leadership are: higher activity and initiative of the individual in solving joint tasks by a group, greater awareness of the task being solved, members of the group and the situation as a whole, a more pronounced ability to influence other members of the group, greater compliance of behavior with social attitudes, values and the norms adopted in this group, a greater severity of personal qualities that are standard for this group.

The main functions of a leader are: organization of joint life activity in its various spheres, development and maintenance of group norms, external representation of the group in relations with other groups, taking responsibility for the results of group activities, establishing and maintaining favorable socio-psychological relations in the group.

In accordance with the allocation of two main areas of life of a small group: business, associated with the implementation of joint activities and solving group problems, and emotional, associated with the process of communication and development of psychological relations between group members, there are two main types of leadership: leadership in the business sphere (sometimes it is called "instrumental leadership") and leadership in the emotional sphere ("expressive leadership"). These two types of leadership can be personified in one person, but more often they are distributed among different members of the group. Depending on the severity of the focus on a particular area of ​​the group's life, one can distinguish types of leaders focused on solving group problems, leaders focused on communication and relationships in the group, and universal leaders. Within each of the spheres of group life, more differentiated roles can be distinguished: leader - organizer, leader - specialist, leader - motivator, leader - generator of emotional mood, etc.

Representatives of the behavioral approach to the study of leadership believe that a leader becomes a person who has the desired form of behavior. As part of this approach, numerous studies of leadership styles have been carried out and their classifications have been developed. The most famous are the classifications of leadership styles by K. Lewin, who described and studied autocratic, democratic and liberal leadership styles, and R. Likert, who singled out the task-oriented leadership style and the person-oriented leadership style. The results of empirical studies indicate the absence of an unambiguous relationship between the characteristics of leadership style and its effectiveness.

7. Political leadership.

Among the various aspects of leadership, political leadership occupies a special position. Its distinguishing feature is its inseparable connection with the phenomenon of power. Political leadership is certainly broader than any other form of leadership, and for this reason it is a special kind of power. It is one of the highest and most "embracing" forms of power. Power is the main ingredient of leadership because it consists in the ability of one or more people at the top to get others to do things, positive or negative, that they probably wouldn't do at all.

Along with the formal, there is also informal political leadership. The leader may not hold high state or party posts, but at the same time have a significant influence on political events.

So it is clear that political leaders play an essential role in any society. That is why this phenomenon deserves careful study. J. Blondel wrote that “it is necessary to analyze a large group of leaders with significant influence, taking into account their starting position and external conditions. In this regard, it is important to know more, first of all, about the psychological qualities of leaders in relation to this situation. It is also important to identify institutional mechanisms that orchestrate the potential influence of leaders, helping to translate goals into political steps, improving the connection of the leader with the population and vice versa. That is why a detailed study of the influence of political leaders, their qualities, is something more than the satisfaction of simple curiosity about the behavior of people who rule the world. This task is directly and inextricably linked with the attempt to provide conditions in which political leadership will be improved from generation to generation.

8. Leadership and modernity.

The education of a leader and his self-education involve training the ability to lead people, establish relationships with them, and organize political management on this basis. A leader is distinguished not by ambition, desire or ability to stand out and real superiority, but by the genuine natural right of a strong, strong-willed and at the same time intellectual personality to lead people.

The leader must meet the requirements of the time, and not only he, but also his environment, which is able to understand and support him. Many reform leaders failed to prove themselves without meeting support. The leader must be the head of his group, the conductor of an idea that can take over the minds of society or its significant, leading part. But the society must prepare leaders for itself. Education of the elite is an important social task. Education in economic management (management) creates conditions for the preparation of people who are able to occupy prominent political posts in the state. This is the transfer of knowledge, experience in analyzing situations, and the development of managerial skills and qualities, and the education of responsibility, and training in various styles of management, communication with people, the ability to change the style and methods of leadership. The leader (or future leader) must learn to make decisions, avoid extreme , hopeless situations, or, on the contrary, create an inevitable, but beneficial set of circumstances. He must be able, as W. Churchill said, to take advantage of the most disadvantageous situations. The special art of a leader is to turn hidden and even open opponents into allies.

The leader cannot and should not be afraid to take risks, wait for guaranteed success or, on the contrary, rely on chance victory. Since politics is a chain of surprises, he will have to overcome unforeseen complications, maneuver, be ready for temporary setbacks, but constantly be aimed at moving forward. Our time and our country are in dire need of a new generation of leaders - with strategic thinking, an extraordinary vision of the situation, confidence in success. Such leaders are needed both in politics and in the economy. Innovative leaders are called upon to effectively solve both new problems and old ones, but using different methods. Their skill suggests extensive connections with other innovators. They are proactive and receptive to the initiative of others. Such leaders, for all their perseverance, do not suppress.

The combination of objective forces, political circumstances, and the traditions of political activity that have developed in society creates a leader, but only if he has a special temperament. Otherwise, he remains a leader, an employee, albeit a high-ranking one. However, another evolution of a politician is also possible.

CONCLUSION.

In social psychology, there are several points of view on the nature and essence of leadership. One of them - the "theory of traits" - reasonably defines leaders by their personal qualities. Another - "situational theory" substantiates the initiative behavior of the individual by the needs of the current social situation.

In accordance with the allocation of two main areas of life of a small group - business, associated with the implementation of joint activities and solving group problems, and emotional, associated with the process of communication and development of psychological relations between members of the group - there are two main types of leadership - leadership in the business sphere and emotional leadership. These two types of leadership can be personified in one person, but more often they are distributed among group members. Depending on the severity of the focus on a particular area of ​​the group's life, we can distinguish types of leaders focused on solving group problems; on communication and relationships in the group; universal leaders.

There are several theories of "leadership styles" - a system of methods for influencing a leader on a group. The most common in domestic psychological science is the theory of K. Levin, who distinguishes three leadership styles - authoritarian, democratic, conniving.

The phenomenon of leadership is determined by the interaction of a number of variables, the main of which are the psychological characteristics of the members of a small group, the nature of the tasks being solved, and the characteristics of the situation in which the group finds itself.

Bibliography:

1. Life at the top. The Art of Being a Leader, 1996

2. Leaders (Strategy for making independent decisions). Warren Bennis, Burt Nanus, 2000

3. Parygin B.D. Social psychology. - St. Petersburg, 1999

4. Petrovsky A.V., Shpalinsky V.V. Social psychology of the collective.-M.: Enlightenment, 1978

5. Shikharev P.N. Modern social psychology.- M.: IP RAM, 2000

1. Leadership and power

Leadership is the ability to influence individuals and
groups of people to encourage them to work towards achieving
goals. There are many means by which
can influence others and lead people
yourself.
A leader is a person who directs and
coordinating the activities of performers who, in
obligatory obedience to him and within the framework,
certain powers, to fulfill all of its
requirements. The leader can take over
functions of the executor only in order to understand
the specifics of the problem.
The leader can successfully manage the performers
only if they submit to his authority.

Power:

ability and ability to carry out
the will to exert a decisive influence on
other people's behavior through any
funds,
relationships between social units
behavior of one or more units
(responsible units depend on some
circumstances from the behavior of other units
(controlling units),
potential ability that
group or individual to influence
on another
ability of an individual or group
to exercise one's will through fear, or
by refusing the usual rewards, or
form of punishment and despite the inevitable
resistance.

Grounds for the classification of power

coercion (power of force, violence),
resource ownership
legitimacy (official power,
enshrined in laws, regulations and
rules),
expert knowledge (expert power),
charisma (referential power).

power properties
Content
social character
manifests itself in the fact that power is not personal
property or attribute of some person, but exists only
like relationships between people
asymmetry
expressed in unevenness, asymmetry of influence and
direction from leader to subordinate
Purposefulness
assumes that power in an organization is built on the basis of goals
organization, its management and personnel
Potential character
influence of power resources
means that submission occurs without the use of means
impact, but with a threat or expectation of their use
Belief in subordinates
managerial ability
influence them
without this faith, the leader, even if
impact, will not be able to achieve sustainable obedience
funds
Possibility of resistance
or insubordination
stems from limited power in the organization
The causal nature of power
expressed in the fact that the power of one person is the cause
behavior of another person, which in turn is
consequence of the power of the first
Partial, limited
power determination
employee behavior
means that power does not extend to privacy and
staff freedom, and employees always have the opportunity
leave the organization if the authorities do not suit them

Basic Law of the Balance of Power

The scale of control is
quantity that determines the amount
people, works or departments,
united by a single leadership.
For senior management number
direct subordinates of one
leader must be selected
"law 7 plus or minus 2", i.e. at least 5
and no more than 9 people (average 7).

Organizations
can have
narrow and
wide
scale
manageable
ti

Leadership

It is a process of social influence in which
the leader seeks the voluntary participation of subordinates
in activities to achieve organizational
goals."
Or "the process of influencing a group
activity aimed at achieving
goals."

Various definitions.

Yu.V. Kuznetsov and V.I. Podlesnykh:
- the ability to influence people to induce them to work for
achievements of goals.
V.R. Vesnin:
- the mechanism of the individual's influence on group activity in
conditions of conscious acceptance and support of his actions with
side of the group.
O. Vikhansky and A. Naumov:
- type of managerial impact, based on the most
effective combination of sources of power and
aimed at encouraging people to achieve common goals.

Differences between a manager and a leader (according to O. Vikhansky and A. Naumov)

Manager
1.Administrator
2.Commands,
Leader
1.Innovator
convinces
2. Inspires, encourages
3. Follows the instructions of others
3.Realizes
own
4.Works
on the
goal-based
calculation
4.Works
on the
basis
5. Oriented
on visions
organization
5. Focuses on people
6.Controls
6. Trust
7.Supports movement
7. Gives impetus to movement
8. Makes decisions
8. Implements solutions
9. Does the right thing
9.Does what it takes
10. Respected
10. Enjoys love

Leadership and Leadership

Effective managers strive for excellence
in the current environment
Create a sense of satisfaction
Implement reorganization programs
Cultivate devotion, prepare workers for
today's tests
Putting things in the right direction
Interested in performance
Administer
Maintain normal order
Focus on systems
Rely on control
Organize and recruit staff
Emphasize the importance of tactics, structure, systems
See the short term
Asking “how?” questions and when?"
Accept the status quo
Focused on the present
Summing up
Develop in detail the order, phased
actions and deadlines
Strive for predictability and order
Avoid risks
Encourage staff to comply
standards
Use formal, conditioned official
position influence (superior to subordinate)
Require others to obey
Operate within the rules of the organization
regulations, rules, regulations, strategies,
procedures
They have a certain position.
Effective leaders differ in ability
create a new environment in the organization
Create a feeling of dissatisfaction
Determine the direction of change
Cultivate passionate devotion and desire
make the most of the opportunities
resulting from change
Doing the right thing
Interested in efficiency
Innovate
Develop an organization
Focus on people and structure
Rely on trust
Rally people working towards a common
task
emphasize the importance of philosophy,
fundamental values, common goals
See the long term
Asking “what?” questions And How?"
Challenge the status quo
Focused on the future
Look ahead to the horizon
Develop concepts and strategies for them
fulfillment
Strive for change
They take risks
Inspire people to make changes
Use personal influence
Encourage others to follow
Operate outside of organizational boundaries
strategies, procedures
Take the lead

Leader and Leadership: An American Approach.

G. Ford: Leaders are specially selected productive
workers who, after 5-10 ordinary workers, are put on
conveyor to maintain an ultra-high pace of work.
F. Fiedler: a leader is “an individual in a group who is faced with
the task of directing and coordinating group activities or
one who, in the absence of a designated leader, bears the main
responsibility for doing his job.
R. Stogdill - the process of influencing group activity,
which aims to achieve goals.
Leadership
is the ability to get people to do what they don't want to do
causing self-hatred,
nor to the work they do.

MANAGEMENT STYLE -

LEADERSHIP STYLE
it's a habitual behavior
leader in relation to
subordinates to give them
influence and encourage them to achieve
organization goals.

Theories of leadership (approaches to the classification of leadership styles)

1.
2.
3.
Kurt Lewin classification
Situational Theories of Leadership
Modern approaches to leadership.

Research by Kurt Lewin

Behavior is a habit
manager's behavior towards
subordinates to influence them
and encourage them to reach their goals.
1. Authoritarian
2. Democratic
3. Liberal

D. McGregor, Theory X - the idea of ​​employees of an autocratic leader

1. People initially do not like to work and
any opportunity avoid work.
2. People don't have ambition and they try
get rid of responsibility, preferring,
to lead them.
3. Most of all, people want security.
4. To make people work, it is necessary
use coercion, control and threat
punishment.

D. McGregor, Theory Y - the concept of employees of a democratic leader

1.
2.
3.
4.
Labor is natural to man. If conditions
favorable, people will not only accept
responsibility, but will strive for it.
If people are attached to organizational goals,
they will use self-management and control.
Participation is a reward function,
associated with goal achievement.
Ability to creatively solve problems
is common, and the intellectual potential
the average person is only partially used.

authoritarian style,

considered universal. He
based on giving back to subordinates
writ form orders without
any explanation of their connection with the general
goals and objectives of the activity
organizations.

Specific traits:

centralization of all power in the hands of the leader and
making their own decisions, which
subsequently imposed on performers;
distancing him from his subordinates and dominating
official relations between them;
return to performers in the form of an order
orders without explaining their connection with general
goals and objectives of the organization;
widespread use of administration,
punishments.

Democratic style

A real democratic leader tries
make the duties of subordinates more
attractive, avoids imposing his will on them,
Involves in decision-making, provides freedom
formulate your own goals based on goals
organizations.
Organizations dominated by principle
democratic leadership, characterized
a high degree of decentralization of powers,
active participation of employees in decision-making,
creating conditions under which
official duties are for them
attractive, and success is a reward.

liberal style

Its essence is that the leader puts
before the performers a problem, creates
necessary organizational conditions
for their work, defines its rules,
sets the boundaries of the solution, and he departs
to the background, leaving behind
functions of consultant, arbiter,
an expert evaluating the received
results.

Behavioral Leadership Styles (Ohio State University School)

Orientation
on the result
Focus on
interpersonal relationships
Low
high
Low
high
Leader focused on
expectations of group members, not
on assignment.
The leader provides
fulfillment of goals and takes
active participation in the fate of members
groups.
The leader distances himself from the group
and removed from
responsibility for the result.
Leader focused on
task completion,
ignores personal
group members' expectations.

The influence of leadership style on the group

Task orientation leads to group
effectiveness.
Relationship orientation leads to
satisfaction of subordinates.

University of Michigan Research

Signs of Effective Leadership
Productivity per man-hour
Satisfaction with the work of members of the organization
Staff turnover, absenteeism and complaint rates
Costs
Loss from marriage
Motivation of workers and managers

Leadership styles

Leadership styles
Leader focused on
work
Leader focused on
workers

Situational Theories of Leadership

The Management Grid of Robert Blake and Joan Mouton;
Tannenbaum-Schmidt Leadership Behavior Scale;
F. Fiedler's theory of effective leadership;
The path-goal model of Mitchell and House;
Leadership Model by Paul Hersey and Kenneth Blanchard;
Vroom-Yetton-Yago decision theory.

Management grid R. Blake and D. Mouton

Tannenbaum-Schmidt Leadership Behavior Scale

The bottom line is that the leader
adopts that style
behavior that is appropriate
views on their role in the process and on
emerging situation.

The leader chooses one of seven possible
patterns of behavior depending on their views on
sources of power, relationships with followers and
situations.
"Democrat", for example, believes that power is given to him
followers he leads, that people tend to
self-government, subject to proper
motivation.
"Autocrat" believes that power is given by his position
in a group (organization) from above that people internally
lazy, selfish and dangerous to rely on. Between
these extremes, there are five more intermediate
behavior styles. The choice of one of them is
changing situation and changing relationships with
followers.

1 - the leader gives freedom to the team to accept
decisions, and he only approves them
2 - the leader delegates to the groups the right to take
decisions on specific issues
3 - raises problems, asks for suggestions and
makes his own decisions
4 - offers solutions himself and considers them possible
change taking into account the opinion and initiative of the team
5 - puts forward ideas and offers to discuss them,
makes his own decisions
6 - makes decisions himself and convinces
followers in the correctness of their decisions
7 - he makes decisions and brings them to
subordinates

Model of Effective Leadership by Paul Hersey and Kenneth Blanchard

The model is built on the correspondence of a certain
leader's behavior style readiness of subordinates
perform a task.
Leadership effectiveness is achieved through
leader's flexibility in choosing a behavior model and his
adaptability.

Maturity of employees:
31 - able to work to a small extent, willing
rarely work;
32 - able to work to some extent, sometimes willing
work;
33 - able to work sufficiently, work
wish often;
34 - able to work to a great extent, usually
wish to work.

Leadership styles that are effective in a particular situation

In accordance with recognized criteria (focus on
task or relationship):
S1 Directive (telling) - guiding, guiding,
managing, indicating, establishing norms and rules. Style
effective only when the degree of readiness of subordinates is low, or
under conditions of time pressure or crisis.
S2 Selling (selling) - explaining, clarifying and
detailed, persuasive. The style is effective with medium
readiness of subordinates.
S3 Participating style (participating) - encouraging,
encouraging, collaborating, committed. Style is effective
at an average, or approaching a high degree of readiness
subordinates.
S4 Delegating style
performing. The style is effective at a high degree of readiness
subordinates.

Model F. Fiedler

Three situational variables:
relationship between the leader and team members;
task structure or degree of work coordination;
official powers.
Unfriendly
12345678
Friendly
Nice
87654321
Unpleasant
All rejection
12345678
All host
Tense
12345678
Relaxed

Leader styles

Leader styles
focused on
relationship
task-oriented

The "path-goal" theory (T.R. Mitchell and R. House)

Leadership
styles
directive
supportive
th
Oriented
th on
achievements
Participating
Situational factors
Behavior
followers
Specifications
subordinates:
belief
predestination
results
propensity to obey
capabilities
Satisfaction
work:
good work leads to
good
remuneration
Organizational factors:
content and structure
work
formal
authorities
group culture
Motivation:
effort
will lead to a result
for results
will follow
corresponding
reward.

Modern approaches to understanding leadership

Based on the assumption of
qualities that leaders have
encouraging staff to work better
its usual level.
Phenomenon
"extra activity".

Concepts of charismatic leadership

The concept of the evolution of charisma (Lay Konger)
Stages
Content
First stage
the leader assesses the situation, adapts and formulates
ideas that need to be realized
Second phase
the leader coordinates his ideas with the followers,
by any means necessary
Third stage
building trust and alignment; at this stage
the main ones are the unexpectedness of actions, risk and
Practical skills
Fourth
stage
a charismatic leader serves as a role model
and a motivator for others

Charismatic leadership is more effective in groups

with poorly structured tasks,
mild functional
division of labor
lack of clear implementation strategies
organizational tasks.

Factor-analytical theory of leadership

Personal qualities of a leader and characteristic for him
behavioral traits associated with the achievement of certain
goals can vary greatly.
As a result of the interaction of the individual qualities of a leader and
tasks facing him, a style of his behavior is developed,
constituting his "second nature".
The style and goal orientation of a leader bear their imprint
certain social conditions.

The concept of interactive leadership

This approach to the study of leadership is associated with
manifestations of feminine style
guides.
The purpose of this approach is to prove that the desire for
achievement of the goals of the organization expands
the ability of staff to achieve personal
goals.

The concept of transformative leadership

Transformative leadership means internal
employee remuneration.
Factors for describing transformative leaders (M. Bassa)
Attention personalization
Conditional Reward
Management in exceptional cases
Stimulate reflection
Charisma

The concept of service (conciliation) management

The purpose of service management is to increase motivation
personnel to work and achieve the goals of the organization.
The core principle of service leadership is
interaction.
Leaders of this type operate at two levels:
- serve to achieve the goals and needs of their
subordinates
- implementation of the goals and objectives of the organization as a whole.
A service leader relies on employee compensation and
in exceptional cases - for management.

Objectives: To expand students' understanding of such a phenomenon as leadership, to help understand the difference between the concepts of a leader. To identify the main psychological characteristics of a leader; Cultivate a positive attitude towards superiority; to encourage the aspirations of students to become leaders in any field of activity; to focus children's attention on the positive and negative aspects of leadership;

Born September 14, 1965 in Leningrad. Was the only child in the family. Teacher Vera Smirnova recalled: “He tried very hard, devoted all his time to studying. He was rarely seen on the street with the guys. He looked like a little old man. When he entered the university, he was described as follows: “A good, strong student. He went in for sports, weightlifting. Even won something for the faculty. But in the main course he was the same as everyone else. Only very diligent.” On September 14, 1965, Leningrad was a seven-year-old weightlifter. In his student years, he was fond of photography, went in for weightlifting, won competitions at the university in weightlifting in his weight category. Faculty of Law of Leningrad State University 1987 1990 weightlifting V. Putin's yearsB. N. Yeltsin of the Administration of the President of the Russian Federation on May 7, 2008 took office as President of Russia.

Date of birth: January 8, 1962 Place of birth: Malye Torkhany, Cheboksary district, Chuvash Republic In 1990, he graduated from the Chuvash Agricultural Institute with a degree in Agronomy, in 1997 - from the Moscow University of Consumer Cooperatives with a degree in Jurisprudence. In 1998–1999 passed professional retraining at the Volga-Vyatka Academy of Public Administration in the direction of "State and municipal management". He has a Ph.D. degree in agricultural sciences. In December 1996 he was appointed Deputy Minister of Agriculture and Food of the Chuvash Republic, in July 1999 he was elected head of the self-government of the Cheboksary region. In January 2002, he became First Deputy Chairman of the Cabinet of Ministers of the Chuvash Republic - Minister of Agriculture of the Chuvash Republic, and since May 2004 - Deputy Chairman of the Cabinet of Ministers of the Chuvash Republic - Minister of Agriculture of the Chuvash Republic. On July 28, 2010, on the proposal of the President of the Russian Federation D.A. Medvedev, the State Council of the Chuvash Republic is vested with the powers of the President of the Chuvash Republic. August 29, 2010 took office as President of the Chuvash Republic. took office as President of the Chuvash Republic

Leader - 1. Head, head of a political party, socio-political organization, or in general any group of people; a person who enjoys prestige and influence in a group. 2.Athlete or sports team coming first in the competition. 3. A ship leading a column, a group of ships. The leader is the time of occurrence - the middle of the 19th century. From English. leader

A leader is a person who has some kind of power in a social group, leading people, taking responsibility not only for himself, but also for individual failures of the people he leads. In addition, he controls the team, directs it. The leader has the support of the masses, expresses common ideas (and proposes them), and can be relied upon in any situation. This is a person with whom you want to communicate, finding the only correct solution to the problem, without prejudice to anyone's interests. This is a serious, always in the center of events, respected, authoritative, popular person, or a person who is afraid.

Triangle This figure symbolizes leadership, and those who have this figure in the first place have some leader traits in their character, and many Triangles even feel their destiny in this. The most characteristic feature of the true triangle is the ability to concentrate on the main goal. They are energetic, strong personalities. Triangles are able to deeply and quickly analyze situations. Triangles focus on the main thing, on the essence of the problem. A triangle is a very confident person who wants to be the first in everything. The need to be right and the need to manage the state of affairs, to decide not only for oneself, but, if possible, for others, makes the Triangle a person who is constantly competing, competing with others. Triangles are often categorical, do not recognize objections. Fortunately (for them and those around them), Triangles learn quickly and successfully (soak up useful information like a sponge). Triangles are ambitious. If a matter of honor for the Square is to achieve the highest quality of the work performed, then the Triangle seeks to achieve a high position, acquire a high status, in other words, to make a career. Triangles make great managers. Their main negative quality is selfishness, focus on themselves. But, perhaps, life without them would lose its sharpness.

Circle If you have a CIRCLE in the first place, then you are primarily interested in good interpersonal relationships, because the circle is a mythological symbol of harmony. The highest value for the Circle is people. The circle is the most benevolent of all shapes. It most often serves as the glue that holds the team together and stabilizes the group. These people are the best listeners, they have a high sensitivity, a developed ability to empathize. Circles root for their team and are popular in it. However, they tend to be weak leaders. Firstly, the circles are directed more at people than at business. While trying to keep the peace, they sometimes avoid taking a stand and making unpopular decisions. For the Circle, there is nothing more difficult than to enter into interpersonal conflict. They strive to avoid it at any cost, sometimes to the detriment of the cause. Secondly, Circles are generally not distinguished by determination. Often unable to present themselves properly, triangles tend to easily take over them. However, circles are not too worried about who holds the power. In one, the Circles show enviable firmness - when it comes to moral issues or violations of justice. The processing of information by Kroogi is carried out not in a sequential format, but in a mosaic, with breakthroughs, with omissions of individual links. This does not mean that circles are at odds with logic. We can say that the Circle is a born psychologist, but he is often a weak organizer.

Square If your main figure turned out to be SQUARE, then you are a tireless worker. Diligence, diligence, the need to bring the work started to the end, perseverance, allowing you to complete the work - these are the main qualities of true Squares. Endurance and patience usually make the Square a highly qualified specialist in his field. This is facilitated by the tireless need for information. All the information that they have is systematized and sorted. The square is able to give out the necessary information instantly, therefore it is deservedly known as an erudite in its field. These people are more likely to calculate the result than to guess about it. Squares are extremely attentive to details, details, they love the routine once and for all. Their ideal is a planned, predictable life, and they do not like changing the usual course of events. Such a person constantly arranges, organizes people and things around him. All these qualities contribute to the fact that Squares can become good technicians, excellent administrators, but rarely good managers. Excessive predilection for details, the need for clarifying information for decision-making deprives the Square of efficiency. Accuracy, compliance with the rules can develop to the extreme. In addition, rationality, emotional dryness prevent Squares from quickly establishing contacts with different people.

Zigzag Those who have ZIGZAG in the first place are creative people. This figure is the most unique of all - it is presented as an open line. If you have firmly chosen the zigzag as the main shape, then you are most likely characterized by imagery, intuitiveness, mosaicism, and integrativity to a large extent. Strict, consistent deduction is not your style. Zigzag thought makes desperate jumps from a to z, so it is difficult for many to understand these people. Zigzags usually have a developed aesthetic sense. Zigzags resolve the conflict in their own way - focusing their attention on it and offering a new concept in which all questions are removed. These people simply cannot work in well-structured situations. They are annoyed by strictly fixed responsibilities and constant ways of working. In work, they require independence from others and a high level of stimulation in the workplace. Then the Zigzag comes to life and begins to fulfill its main purpose - to generate new ideas and methods of work. Zigzags are idealists, hence their traits such as impracticality, naivety originate. The zigzag is the most excitable of all patterns. They are unrestrained, very sensitive, which prevents them from putting their ideas into practice. In addition, they are not strong in working out specific details and are not too persistent in bringing things to the end (because with the loss of novelty, interest in the idea is also lost)

All in your hands. Once upon a time, in one city, there lived a great sage. The fame of his wisdom spread far around his hometown, people from afar came to him for advice. But there was a man in the city who envied its glory. Once he came to a meadow, caught a butterfly, planted it between his closed palms and thought: Let me go to the sage and ask him: tell me, O wise one, which butterfly is in my hands - alive or dead? If he says dead, I will open my palms, the butterfly will fly away, if he says alive, I will close my palms and the butterfly will die. Then everyone will understand which of us is smarter. That's how it all happened. An envious man came to the city and asked the wise man: Tell me, O wisest one, which butterfly is in my hands - alive or dead? Then the sage, who was a really smart man, said: Everything is in your hands.

Conclusion One becomes a leader, but there must be a predisposition for this, and all the makings can be developed. If you strive to be a leader, strive to make your life, your activity useful, you will succeed! The main thing is desire and not just desire, but intention, that is, active actions must be added to desire. Do not yield to anyone, always be ahead!