What an effective leader should be. What does the success of a leader depend on? What does it mean to be a successful leader? definition

Finally got a promotion? Congratulations! You have already proven your professionalism, now is the time to demonstrate your management and organizational abilities. Because a new position means not only new responsibilities, but also a new role in the team. Are you ready for this?

I decided to collect recommendations for aspiring heads of departments, divisions, and companies. After all, promotion career ladder one person can become a problem for the rest of the team and even negatively affect the working atmosphere.

Which leadership style should you choose? How to motivate employees? What is psychoclimate and how do you understand that it is negative? I turned to Antonina Ulyannaskaya, a psychologist-consultant at the Wezom agency, with these questions. According to her, 80% of novice managers do not know or do not even think about psychological aspects team management. And there is something to think about if you don’t want to see a decrease in productivity and a stack of resignation letters from disgruntled subordinates in a month or two.

What should a new manager do?

1. Choose a democratic management style

Of the three styles - authoritarian (decisions are made by the leader alone), democratic (decisions are made collectively, the boss controls execution) and liberal (the team makes decisions itself, the role of the leader is minimal) - it is the democratic one that can provide a comfortable working atmosphere and maximum productivity. Because the boss is a democrat:

• does not give strict orders, like in the army, he works as a team;
• provides subordinates with the authority to solve problems within their competencies independently;
• involves employees in solving organizational issues;
• encourages creative ideas, initiatives;
• builds trusting relationships with colleagues: informs about the current state of affairs in the company and development plans;
• sees and helps to reveal the employee’s potential.

The democratic style makes subordinates feel like partners rather than just performers. For a novice leader, this style will be the key to the success of the team of which he has become the leader.

Nuance. If the manager comes from outside (not from among the employees of the department or company), we recommend:

• ask what the predecessor was like in this position, what management style he used;
• get to know the team and organizational processes;
• identify priority work goals, discuss them with senior management, and then with subordinates.

Don't forget to listen to the suggestions of the department entrusted to you.

2. Motivate not with orders, but with the help of involvement in solving problems

This method will help increase self-discipline in the team. After all, responsibility for decisions made passes to employees. This implies a democratic management style. Make employees feel important. The feeling of a simple cog in a huge mechanism is unlikely to arouse enthusiasm. And when subordinates become important participants in the overall process, they will approach business more responsibly.

If employees fail to cope, the democratic boss does not use domineering methods and in no case scolds in public.

Remember the rule: praise in public, punish in private.

Subordinates should not be afraid of being called to the carpet. Punishment in a democratic style means explaining what is wrong, finding reasons and ways to eliminate it.

3. Create a team

Remember that you are leading a team (section, department or company), not each individual. Form a team that will implement your planned projects. To do this, develop management skills. Be ready to set goals for the team, determine results, transform goals into clear tasks, motivate performers to solve them, monitor implementation, eliminate problems and conflicts that arise.

And also learn to select people appropriate to the tasks. In other words, don't squeeze a lemon in hopes of getting tomato juice.

The mistake of novice managers is to pull the blanket over themselves with the motivation “I will do it faster and better myself.” It will not be possible to build a team with this approach.

4. Don't be arrogant

• admits that a promotion is not the crown of a career, and he is not the ruler of the world;
• understands that a new position is a big responsibility;
• takes into account personal experience before promotion;
• continues to work on himself, improve personal and professional skills;
• does not abuse his position, does not shout at every corner that he knows everything better.

Arrogance, like know-it-all behavior, will not help you gain respect in the eyes of your colleagues. The principle “I’m the boss, you’re a fool” is a sign of an authoritarian management style. You don’t want people to quietly hate you behind your back, do you?

5. Maintain social distance

Finding the perfect balance between friendship and service is not easy. Not every experienced manager succeeds in this, let alone a beginner. Some young bosses build friendly relationships with one subordinate, thereby creating a negative attitude among other employees.

There should be no familiarity in the team. Stick to the culture business communication. Build relationships on mutual respect.

If you are a supporter of using a first-name relationship between subordinates and bosses, make it clear to employees that this is not a reason to be frivolous with tasks.

Nuance. How to build communication if the subordinate is older than the boss? Follow a partner line in communication. Use the pronoun “you.” Don't be afraid to ask for advice. Messages such as “I wanted to know your opinion”, “What do you think” will demonstrate respect for the senior employee, increase his sense of importance, and help identify valuable experience and use it for the development of the company.

The main thing is not to hurt the ego of the subordinate, but to create comfortable business relationship. Set the distance gradually.

The psychoclimate that prevails in the team largely depends on the management style of the leader.

What is psychoclimate and how to understand that it is negative

Psychoclimate is a comfortable emotional mood, the atmosphere in which employees work. Indicators of a negative climate in a team are:

• staff turnover;
• frequent sick leave;
• low labor productivity;
• tense relationships between colleagues;
• general irritability and dissatisfaction;
• employee reluctance to improve;
• mistrust;
• psychological incompatibility;
• lack of desire to work in the same office.

Signs of a positive climate include:

• friendly relationships;
• high degree of trust among team members;
• desire to be in a team work time and spend leisure time together (corporate recreation, joint trainings, outings, etc.);
• absence of internal conflicts and “groupings”;
• cohesion of employees in force majeure situations, high level of mutual assistance (not every man for himself);
• free discussion of current issues (no one is afraid to express their own opinion);
• healthy business criticism;
• lack of pressure on subordinates.

In addition to internal factors, the atmosphere in the team is influenced by:

• physical working conditions;
• the current state of affairs in the company;
• economic, political, social situation in the state.

Analyze how sponsored people communicate and interact with each other, whether they often conflict or express dissatisfaction, how employees from other (related) departments are treated.

Psychologists recommend conducting an anonymous survey to find out what kind of psychoclimate prevails in the team. And if the head of a department is unable to influence the state of affairs in the country, then he can take care of working conditions and find out the reasons for discontent.

And finally

There are many more recommendations for novice managers than five. But we tried to select basic advice, following which the young leader will smoothly enter the new role and will not become the object of negative discussions in the team.

"HR Officer. Personnel Management", 2008, N 4

Any enterprise, organization, institution by its structure presupposes the presence of a manager. The success of its activities depends on many factors. These are both personal characteristics and business qualities both himself and his subordinates.

Leadership is a social phenomenon in a system of relations, and the role of the leader is predetermined in this social organization and corresponds to its real status. The function of each manager involves the use of rights and the performance of certain responsibilities. At the same time, as is known, all managers perform various social and managerial roles.

The vertical division of labor promotes the formation of different levels of management to coordinate the actions of people. The head of each of the links in the management system can be either elected or appointed to his post. Both the elected and appointed manager receives appropriate authority and has the right to apply positive or negative sanctions. The manager of each level manages production in accordance with his position in the organization. IN modern organizations the manager solves a number of tasks, the main of which are: setting goals, stimulating the work of staff, determining methods for obtaining manufactured products (7). Therefore, a leader must have qualities that ultimately form the necessary authority.

Dictionary of personnel management. The authority of a leader is the personal influence of a person on the team, which he acquires through his work, professional knowledge, organizational skills, innovation, ability to work with people. His authority depends on what style a leader uses in a particular situation and how his relationships with subordinates are built.

The concept of success is of key importance for any person. Both in life, and in a personal and professional sense. This concept is no less important for a leader. It is very difficult to create a portrait of a successful leader. To judge a particular leader, you need criteria that allow you to make such an assessment. They can serve as both the effectiveness of the manager’s activities and the performance indicators of the team he leads, where the results of the work of both the manager and the performers are organically combined. Most often, a leader is considered effective if the team he leads has high scores on the relevant psychological and non-psychological signs of group effectiveness.

It is clear that the activities of a modern leader are characterized by complexity and diversity. It requires the manager to be able to evaluate a variety of information, skillfully analyze the state of affairs, and ensure coordination of the actions of all entities management decisions and their performers. In this regard, managers must perceive new information well and select from it what is relevant to him and contributes to his progress. Managers of all ranks also need knowledge accumulated by science in the field that relates to management, production, and organization social group which he controls. In other words, he must have a certain level of competence.

There is no doubt that every manager must have an idea of ​​the specifics of the work of each specialist of his staff, their professional qualifications in order to effectively organize the production process.

Effective management presupposes not only knowledge of production, but also the demands that production places on people. In this regard, the responsibilities of the manager include the selection and hiring of personnel, team building, distribution and management of human resources (6). All this requires the manager to be competent in the field of forming a collective subject in order to ensure the functioning of the system human resources, as well as knowledge of organizational and psychological characteristics joint activities. In addition, the manager must be able to anticipate the behavior and reactions of his subordinates, know the laws of group behavior of people in order to successfully regulate their activities. This is due to the complexity of managing people in the production process.

Management of an organization causes the emergence of complex multi-level relationships. These relationships are established between various elements, in particular economic, technical, technological, social, and psychological. In this regard, in the process of solving management problems, the need for the manager to choose one or another strategy and tactics becomes obvious. Strategy is directly related to the formulation of the problem itself. The choice of strategy may be based on psychological reasons: production activity, achievement motivation, awareness of one’s own importance, the desire to subordinate one’s partners to one’s influence. Tactics involves choosing ways to achieve a goal (task). In this case, it is also possible to adjust the goal itself. When choosing tactics in a decision management tasks Each leader must proceed from certain criteria. Such criteria are: correct assessment of the significance of tasks; correct assessment of changes in the importance of tasks over time; correct assessment of the relationship between promising and current tasks; correct assessment of the complexity of tasks. The psychological reasons for choosing tactics for solving management problems can be the following: orientation towards achieving success, high self-esteem, high aspirations, the desire for self-realization, a high level of formation of positive social attitudes, the desire to stand out, to be ahead of other managers.

When solving management problems, a manager often proceeds from individual management experience, his ideas about the tasks, and the specific situation that has arisen. Meanwhile, to choose an adequate management strategy, the manager must not only correctly assess the situation itself, but also correctly correlate current and future tasks, and choose an adequate management style. Typically, there are four management styles: instrumental, supportive, encouraging the participation of subordinates in decision making, and achievement-oriented. The most effective style is one that is reality-oriented and more adaptive (6).

A manager’s personal characteristics have a significant impact on the success of a manager’s activities. A leader must have charisma, which can sometimes be expressed in emotionality and hysteria or, conversely, in toughness of character, the ability to persuade or influence the destinies of people. Among the leaders there are people who, logically, should not be successful leaders, because they are disorganized, emotional, and eccentric. Sometimes they work downright carelessly, but they achieve high levels of work and maintain the warmest relationships with people. There are managers who strictly built their relationships with subordinates. The subordinate literally stood to attention and caught every word of the leader. But the result is the same - maximum fulfillment of the manager’s instructions, high performance indicators.

We can highlight some personal qualities that distinguish the most effective leaders. Thus, studies have shown that those who possessed high performance activity, perseverance, independence, orientation towards success. Various studies also highlight the personal traits of a leader that ensure successful leadership. These include: dominance, self-confidence, emotional balance, stress resistance, creativity, desire to achieve, enterprise, responsibility, reliability, independence, sociability (8). Such personal qualities of a leader as quick adaptability and contact in interpersonal communications are also among the main ones in his work.

Note. A successful leader: what is he like?

Below are the results of a study of the behavioral characteristics of 100 current managers senior management. It was carried out by American psychologists Joseph Kendzhemi and Kazimir Kowalski, who discovered a number of leadership qualities, common to all successful top managers:

1. The ability to extrapolate (strong leaders do not need an abundance of data; they intuitively understand how far they can go in their extrapolation of a situation).

2. Ability to develop several problems simultaneously.

3. Resilience in situations of uncertainty.

4. Understanding (successful leaders top level have high sensitivity and developed intuition).

5. The ability to take control.

6. Persistence.

7. Ability to cooperate.

8. Initiative.

9. Energy.

10. The ability to rely on others.

11. Sensitivity (top-level managers are receptive to the feelings of others, they are characterized by empathy).

12. Identifying yourself with the cause.

13. The ability to empathize.

14. Interest in the growth of the organization, and not in one’s own career.

15. Independence.

16. Flexibility.

17. Resistance to stress.

18. Having a goal.

19. Community leadership.

20. Sense of humor.

21. Integrity of the personal ideal.

Also important for a leader is the ability to communicate fruitfully with people and understand them. The success of management depends on the extent to which subordinates receive clear formulations from the leader. It is equally important how well subordinates correctly understand the requirements, tasks, and situation. It is also important to have feedback between the manager and subordinates. When combined with the positive motivational influence coming from the leader, feedback becomes a powerful means of encouraging employees to fulfill their responsibilities.

At the same time, the connection between the professional competence of managers and their personal characteristics is ambiguous. On the one side, professional competence entails the integration of the individual, which, in particular, manifests itself in the quality of leadership activities. On the other hand, studies of creativity show an ambiguous relationship between professional achievements and personal competence.

The signs of a successful leader can be classified according to the main components of his activities. Activities of a successful leader related to analytical work, is aimed at searching and attracting the necessary information. The ability to select from all the information exactly what is suitable for work is one of the qualities of a successful leader. As a successful leader, he manages time and projects well and sets priorities correctly. In addition, such a manager knows how to work in a situation of uncertainty, which characterizes the management area at the present stage of market development.

The above characteristics can be emphasized and on this basis a personal profile of a successful leader can be drawn up (Fig. 1).

Personal profile of a successful leader

Features of thinking and decision making ┐ ┌────── Communication skills

Emotional-volitional stability ───┐ │ │ ┌─────────── Business qualities

Creative possibilities ───────────┐ │ │ │ │ ┌────── Group behavior

Motivation │ │ │ │ │ │ ┌──────── ─── Self-esteem

\│/\│/\│/\│/\│/\│/\│/\│/

┌─────────────────────────────────────────┐

│Personal profile of a successful leader│

└─────────────────────────────────────────┘

You can imagine a hierarchy of results for the success of a manager. It is presented as follows (Fig. 2).

Manager's success pyramid

Life success

/ ┌─────┐ \

/ ┌───┘ └───┐ \

Feeling ---------> / │ Genius│ \<-------- Личностный рост

well-being / ┌───┘ └───┐ \

/ │Creative achievements│ \

/ ┌───┘ └───┐ \

│ Subjective premises │

Of course, the success of a leader depends on the quality of his activities. The quality of a manager’s activity, in turn, is characterized by efficiency, versatility, flexibility and timely changes in action strategies, and the pace of work in accordance with changes in working conditions.

Criteria for the success of activities characterize the qualitative and quantitative aspects of the activity. An indicator of success is productivity. The process of activity itself, in his opinion, can be original and original with the presence of original techniques and methods of implementation, thanks to which a successful result is achieved (4).

Creativity is especially important for the successful performance of a leader. This feature manifests itself, in particular, as the manager’s ability to see elements of novelty in activities and support creative endeavors. Successful leaders are characterized by activity, inspiration, creativity, hard work, cheerfulness and effectiveness. Professional managers are first and foremost leaders who excel at managing creativity, innovation and change.

Changes in a leader are manifested in his appearance, in the way he presents himself, in his approach to problems and tasks, including completely unplanned ones. Everything should indicate that he has already grown and continues to grow. Ideally, a successful leader should be such a person that unconditional faith in his professionalism, experience and the correctness of the proposed solutions magnetically leads him.

Literature

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Krasnoyarsk State

pedagogical university

them. V.P.Astafieva

Signed for seal

2.2 Qualities of a successful leader

The most important contribution that psychological science has made to the field of entrepreneurship in recent years has been to identify the key character traits of established leaders. Psychological tests were conducted to find out which qualities are most often found in successful leaders. The list of these qualities can be taken into account by managers. It will help them develop intuition and develop organizational skills.

The frequently changing circumstances under which business activities are carried out are the main reason for the increased attention to the role of managers in our time. If in the past, in order for a company to prosper, management was only required to maintain the existing order of things (status quo), today new trends in the market dictate a broader view of things. Future leaders are visionaries. They are both students and teachers at the same time. They are able to anticipate important changes in society, have high moral qualities and try to instill in their organizations a spirit of honesty and integrity.

Raymond Cattell, a pioneer in the field of personality assessment, developed an equation for executive potential in 1954. This equation, derived from studies of the personalities of military leaders, is now used to determine the traits of a successful leader. These include the following:

Equilibrium. Good leaders must cope with failure and stress. In general, they must be adaptable and psychologically mature enough to cope with any problem presented to them.

Predominance. Leaders are mostly determined people; they like to leave their rivals behind and overcome obstacles. In general, they think positively and treat others the same way.

Enthusiasm. Leaders are usually active, emotional and energetic. They are often overly optimistic and are not afraid of change. In general, they are fast, agile and strive for unlimited freedom.

Integrity. Leaders usually have a very developed sense of duty and increased demands on others. Usually their standards of excellence are very high, so they feel an internal need to do everything in the best possible way. They love order and teach themselves self-discipline.

Social activity. Risk is in the blood of leaders. They are usually socially aggressive and emotionally impenetrable. However, they are responsive to others and try to be noble.

Practicality. Good leaders are practical, logical and specific. Sentimental attachment is alien to them, they are not afraid of criticism. They are usually indifferent to difficulties and have excellent self-control.

Self confidence. Self-confidence and flexibility are typical traits of leaders. They strive not to cultivate feelings of guilt and do not need (or almost do not need) anyone's approval. They usually behave confidently and do not feel remorse. As a rule, they are not influenced by past mistakes and failures.

Susceptibility to influence. As it turned out, leaders are subject to the influence of others and are very scrupulous in communicating with others. In general, they care very much about their honor and reputation, so they always strive to be aware of what is happening. They are careful and prudent, make decisions and move on to specific actions only after they have weighed everything.

In addition to the above qualities, modern leaders must also be able to persuade other people and be able to lead them in a new direction. Leaders of the future must be able to anticipate developments and convince others that their forecast is trustworthy. To do this, they should have the following character traits:

Energy. Irregular working hours and frequent travel are part of the manager's responsibilities. This is especially true when the company expands. Staying alert and focused are two of the biggest challenges you will have to learn in a leadership position.

Intuition. The rapid changes taking place in the modern world, combined with information overload, make it impossible to “know” absolutely everything. In other words, prudence and logic alone may not be enough to find a way out of the situation. Today, an increasing number of leaders resort to intuition and rely on it when making decisions.

Maturity. In order to become a good leader, you should understand that your personal power and universal recognition should come second, and the development of your staff should come first. In other words, when a leader understands that more can be achieved by giving up absolute control of subordinates and instead empowering them, then he has reached maturity.

Team orientation. Currently, entrepreneurs are putting a lot of effort into ensuring that the team works as a single team. Leaders prefer adult-to-adult relationships to relationships with subordinates in the “adult-child” style, which promotes team unity.

Empathy. The ability to “put yourself in someone else’s shoes” is the main feature of modern leaders. If you cannot empathize, you will not be able to achieve mutual trust. And without trust, you will never achieve maximum dedication at work from your staff.

Charm. People around them usually perceive leaders as special people. And here the personal charm of the leader plays a big role. Leaders with such charm are able to evoke strong emotions in their subordinates. Thanks to their ability to convince, unite and captivate people, such leaders find the necessary motivation for employees to achieve their goals. In this case, both a reward system and an appeal to civic duty are used.

In general, leaders are special people. And only personal qualities determine whether a given person can or cannot successfully lead others. However, we should not forget that people are capable of learning and changing throughout their lives.

Leaders are rarely born. Favorable circumstances and perseverance are the main components of the development of any leader. Consequently, if the goal of a leader is to become a leader, it is necessary to develop those qualities that do not yet meet the “standard”. For example, if a leader has many of the above traits, but cannot boast of responsiveness, he needs to take special courses or read special literature on empathy. If he has always loved people, but making logical decisions, on the contrary, was difficult, he should read a guide on how to become a practical person and acquire greater psychological stability.

Conclusion

There are no unnecessary details in business. To achieve competitiveness and positive results for a company, a combination of many factors is important - this includes well-established accounting, a well-honed marketing machine, and well-designed accounting.

But none of the above can work effectively without competent and trained personnel. People are the key to the success of any organization.

In order for people with diverse capabilities to become a team, for the team to achieve its goals, a leader is needed.

The role of a manager in a modern organization is difficult to underestimate, because it is thanks to effective leadership that new companies emerge, which gradually turn into major players in various markets; it is the management team of a company that can lead a company out of a crisis and make it work effectively.

What skills are important for a modern leader? Based on this work, the leader must be a versatile, developed personality. The main task of a manager is to know the production processes of the company he is managing and to have the personal data necessary in the process of managing people.

Only in combination with these two qualities – knowledge of production and the presence of personal skills – does a manager turn from a leader into an effective leader.

This course work examined the theoretical aspects of the knowledge of an effective leader, as well as the practical results of research aimed at identifying the qualities of an effective leader.

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Annex 1

Developing leaders in Western companies

In the modern world, dominated by corporations with complex organizational structures, there is an increased need for leaders. Market dynamics do not allow you to relax. Those formulas for success that worked yesterday are becoming obsolete today. As a result, if you act today using yesterday’s methods or even a little better, this will not lead to success. Companies are faced with the challenge of withstanding the onslaught of change and being able to maintain their competitiveness in an ever-changing environment. And the greater the change, the greater the need for effective leadership. Therefore, in recent decades, business has been faced with the need to create a corporate culture that in every possible way contributes to the development of leadership qualities. The main thing that is necessary for an organization to thrive is for as many people as possible to participate in creating this type of culture.

Despite the growing importance of leadership skills for business success, the reality is that the life experiences that most people have throughout their lives are likely to hinder their development of such qualities. However, there are companies that have been able to demonstrate to the world for a long time the ability to develop their employees into outstanding leaders and first-class managers.

Leaders of successful companies don't wait for the right leader to fall out of the sky. They actively seek out people with leadership abilities and provide them with career opportunities that maximize their potential. Through careful selection, training and incentives, companies have dozens of people at their disposal who can act as leaders.

Hiring applicants with leadership abilities is only the first step in the process of developing leaders. It is equally important to let a person try himself in various directions for professional growth. It is often the case that people who reach senior positions have experience in several areas relevant to their profession.

A very common and at the same time the most important stage in the career of effective leaders is the moment when, at the very beginning of their career, they are entrusted with a complex and responsible task. A young specialist is given the opportunity to try himself in the role of a leader, take risks and learn from his own experience the joy of victory and the bitterness of defeat. This kind of experience is a necessary prerequisite for developing an employee's leadership skills, as well as ideas about the prospects of his work. Such a “baptism of fire” gives a person the opportunity, as they say, to experience first-hand the difficulties of the role of a leader and at the same time feel its considerable potential in terms of bringing about change.

At the next stage of a leader’s upbringing and the development of his career, another, no less important turning point occurs, one way or another connected with the expansion of his professional horizons. In the lives of many people who today occupy important leadership positions and cope with their responsibilities brilliantly, at one time there was a moment when they had the opportunity to cross the narrow professional boundaries that characterize the work of most managers. As a rule, this occurred as a result of personnel rotation - a transition to a job of similar status, but requiring completely different skills, or early promotion to a position with unusually broad powers.

In Western corporations, such a rotating stage of a future leader’s business career can last several years, during which he moves from one department to another or from one office to another, which is sometimes located on the other side of the globe.

Sometimes other factors contribute to the transition to a new level, such as appointment as a member of a special task force or completion of a long course in general management. Be that as it may, the broad knowledge acquired at this stage of the career has a beneficial effect on all aspects of the future work of a manager. A similar positive role is played by personal connections that a person usually manages to establish during this time both within the company and outside it. Moreover, when many employees of an organization receive the described opportunities, their business contacts help, among other things, to establish strong informal relationships within the team, and it is the latter that are necessary for mobilizing ordinary employees to put forward leadership initiatives.

Companies that pay special attention to developing leaders always try to assign interesting but responsible tasks to relatively young specialists. Many enterprises rely on decentralization of authority. This process, by definition, involves the transfer of some important responsibilities to lower levels of management, as a result of which ordinary employees have a chance to prove themselves in a difficult but interesting task. This approach is successfully used in such well-known companies as Johnson & Johnson, 3M, Hewlett-Packard, General Electric, Intel and others. In addition, the management of these companies is trying to create as many small divisions as possible, which means that a lot of vacancies appear in the difficult area of ​​general lower-level management.

Sometimes management creates additional opportunities for employees to demonstrate their talents. To this end, it places special emphasis on growing the company through the development of new products or services. Thus, the ZM corporation has had a rule for many years: at least 25% of income must come from the sale of products put into production in the last five-year period. This approach facilitates the implementation of small innovative projects, which, in turn, provide the company's management with hundreds of opportunities to test young professionals with leadership abilities and encourage their transition to a new professional level.

The mere participation of employees in such programs can, in fact, prepare them to perform leadership responsibilities at the lower and middle levels. As for candidates for key leadership positions, in this case the heads of companies have to make more serious efforts, and their preparation often takes a lot of time. The work begins with management seeking to identify people with significant, outstanding leadership potential early in their business careers. Then it is necessary to determine what will be required to develop and expand the range of their abilities.

The methods that successful companies use to select and develop leaders are surprisingly simple and logical. Everything is done so that management can monitor the achievements of young specialists and employees at the lower levels of the hierarchy. Each of the top managers makes his own opinion about the talent of a particular employee and the necessary stages of his further training. They then discuss these preliminary findings among themselves and make a final, informed decision on each candidate.

Armed with a clear understanding of which employees have significant leadership potential and what skills they currently lack, management begins the organizational work that precedes the start of training. It happens that the lesson plan is drawn up as part of a program to ensure the continuity of power or to train promising personnel. But management often prefers that the training of future leaders take place in a more free form. In any case, a key element of this preparatory work is an objective assessment of which possible professional development options are suitable for each candidate.

Today in Western business culture there are a number of ideas about how professional training and leadership development should take place. It is believed that the best way to learn something is through communication with colleagues. When communicating between equals, the threat of an evaluative attitude and even disrespect supposedly disappears by itself. This is explained by the fact that people of the same rank tend to identify themselves with each other and, in addition, social norms also prohibit the authoritarian style of communication between equals. Training based on this principle is widely used in organizations, and it is implemented in a variety of forms.

For example, the creation of task groups, which include specialists of the same level, but of different profiles (say, experts in sales, production, R&D, finance), is believed to eliminate status barriers and completely liberate people, promoting the free exchange of opinions and ideas. As a result, theoretically, interlocutors communicate more openly, listen more attentively to the criticism and judgments of dissidents, and, ultimately, learn a lot from working in this healthy environment.

“Peer training” is set up differently in some large companies, where the organizational structure is built on the principles of joint responsibility of two colleagues: one of them represents the commercial side of the company’s activities, and the other the technical side (for example, this is the case at Philips). From a formal point of view, both bear equal responsibility for the company’s activities in any region or market sector. Sometimes this is observed in practice. However, it may also happen that one of this pair begins to pull the blanket over himself. But even in this case, the main interaction is between these two or more employees of formal equal status.

Here are a few more examples of developing leaders. In another company, smaller than Philips, the described approaches are implemented in a slightly modified form, as management seeks to avoid the negative impact of “peer training” on their entrepreneurship and personal initiative. Colleagues here are also jointly responsible for the activities of functional departments, but with one important difference. The head of the company encourages competition and rivalry among subordinates and rewards those colleagues of equal status who ultimately win the competition and take on increased responsibility.

Although management has good intentions, in reality such mixed tactics have a number of disadvantages. for example, it can lead to a number of unintended consequences that can be disastrous. Moderating fighting between colleagues is extremely difficult. Once such confrontation is allowed, squabbles begin at all levels of management. An atmosphere of intrigue reigns in the company - fertile ground for the formation of hostile groups.

Second in importance is the recognition of the importance of developing leadership skills through the direct influence of senior employees on young ones. For example, the head of a company, who holds the positions of chairman of the board of directors and general director, regularly selects one talented university graduate and appoints him as his assistant. They work closely together for a whole year. Upon completion of training, the young specialist becomes a valuable candidate for a leadership position in one of the functional departments. Now he is already appointed to an official position of responsibility, and is not offered the role of an intern. During the training process, the young employee directly observes the exercise of authority. He learns how much honest work and direct communication mean - two important means of combating arrogance, the stellar disease of leaders.

Such relationships, however, are also not without difficulties. When a young person works closely with a mentor, there is a clear and generally accepted difference in status. Therefore, sincere emotional communication requires a lot of effort from both parties. When two people work together so closely, communication inevitably becomes personal and emotional. This may explain the reluctance of many managers to enter into such relationships.

To encourage managers to participate in developing future leaders, company leaders try to recognize and reward employees who have distinguished themselves most during the training of new personnel. In this case, formal methods, such as salary increases or bonuses, are rarely used, simply because such achievements are very difficult to evaluate with sufficient accuracy. However, such achievements seriously affect the career prospects of managers who have proven themselves in this field and are especially taken into account by superiors when selecting specialists for senior management positions. When people learn that in the future their career advancement will depend, in particular, on the ability to “nurture” young personnel with the makings of leaders, then even those who argued that a leader must be born, and training will not help, take on educational work.

Such a personnel development strategy contributes to the formation of a corporate culture in the company in which it is customary to value strong leadership and strive to stimulate it.

Appendix 2

High-quality humor is the key to a successful leader.

Laughter prolongs life and improves mood, and a manager (boss, director) who knows how to joke increases the productivity of his staff. Provided that the humor is not directed against a specific employee, does not ridicule or humiliate employees. Some people are lucky and are given a sense of humor at birth, while others joke so awkwardly that they make you want to cry.

It should be noted that the ability to laugh at oneself in an awkward situation, or tactfully resolve a conflict with a subordinate by relieving emotional tension with a good joke, is not given to everyone. As Mark Twain said: “Avoid those who try to undermine your self-confidence. This trait is characteristic of small people. A great man, on the contrary, instills in you the feeling that you too can become great.”

Such “petty” people are common, and they are especially unpleasant as immediate superiors. You can take Mark Twain’s advice and change your job, and with it your manager, or you can “beat the enemy with his own weapon.” Namely, respond with sharp satire to an attempt to ridicule or discredit some of your qualities. Identify a certain circle of colleagues in whom you are confident “as in yourself” and do not laugh at the boss’s frankly unsuccessful and angry attacks. The friendly silence of the team and lonely laughter will put the boss in an uncomfortable position and make him think about the quality of the jokes.

If you are unlucky - your boss is a boor and a tyrant who loves to tease you and your colleagues, bringing particularly hysterical young ladies to tears, then try to behave with dignity and do not stoop to petty squabbles and showdowns. You should quit your job only when you no longer see any prospects for personal growth. You cannot succumb to pressure, bad mood and put things off “for later” when he has, i.e. boss, there will be a good mood. After all, a task not completed on time will give your ill-wishers a legitimate reason for gloating, up to and including administrative penalties.

To become a great person according to M. Twain, it is enough to follow simple rules:

Rule one.

You can joke about a person’s individual action or statement, but directly at the moment of conversation. It is unacceptable to remember long-standing events for which a person may feel ashamed.

Rule two.

It is extremely indecent to openly laugh at a subordinate’s unusual surname, at his physical disabilities, at his stuttering, thereby attracting unnecessary attention from the entire staff.

Rule three.

Don't laugh at your own joke before everyone else. If you are a leader, then you should not present your anecdote (or anecdote from life) in advance as something funny and witty. A biased attitude towards your person will have the opposite effect, especially if the story is really not very funny.

“If you want to bring tears, cry. But if you want to make people laugh, you can’t laugh yourself,” says the Italian proverb.

Rule four.

Vulgar, so-called sex jokes are inappropriate in the office, in the midst of work. They reveal the low culture of the leader, show disrespect for the personality of subordinates, and have nothing to do with wit.

Rule five.

Would a person with a sense of humor laugh at “American jokes” - he slipped, fell, hit himself?..

Rule six.

An attentive leader knows which of his subordinates has what “fad” or “complex”. He will not ironize, mock or knowingly hurt a person with his words. These actions can strengthen the employee’s existing complex and aggravate the conflict with the manager.

These rules are not a guide to action. After all, a competent, well-mannered, and simply pleasant person to communicate with intuitively or consciously follows the principles of corporate culture; A top-class specialist does not need to be told about professional ethics.

Mark Twain has a great saying: “Good parenting is the ability to hide the fact that you have a very high opinion of yourself and a very low opinion of your interlocutor.” I think many will agree that strong confidence, as well as a restrained but convincing manner of defending your point of view, allows you to look head and shoulders above your opponents in a dispute. At the same time, a dose of fresh humor will give you a definite advantage.

So, a good joke is a great way to relax a little during the working day, a great way to inject some extra enthusiasm into a depressed employee, and a great way to make a pleasant impression on business partners.

Appendix 3

The results of the study “A successful leader: what is he like?”

Below are the results of a study of the behavioral characteristics of 100 current senior executives. It was conducted by American psychologists Joseph Kendzhemi and Kazimir Kowalski. They discovered a number of leadership qualities common to all successful executives. Knowledge of these characteristics will be useful to anyone interested in the psychology of leadership and issues of effective management of organizations. They provide an opportunity to compare your actual behavior with your ideal leadership behavior, thereby helping to bridge the gap between the two.

1. Ability to extrapolate. Strong leaders don't need a lot of data. With their deep and broad knowledge, they intuitively understand how far they can go in extrapolating a situation.

2. Ability to develop several problems simultaneously. Too high a perseverance score on the Edwards psychological test is undesirable for successful leaders. Flexibility is required and is a critical aspect of leadership behavior.

3. Resilience in situations of uncertainty. This is one of the main qualities of a leader: he is not afraid of the unknown or lack of feedback. White spots do not interfere with its activities. He copes with his work without immediate feedback and solves problems that are impossible for others who are unable to act in conditions of uncertainty.

4. Understanding. Successful top-level managers are highly sensitive and have developed intuition. They have an ability that can be called “agility in a crowded street.” They grasp the essence of a matter intuitively and quickly, revealing an amazing ability to distinguish the essential aspects of a situation from the unimportant.

5. The ability to take control. The leader easily assumes the role of leader from the moment of his appointment, without apologizing for it and not paying attention to the complaints of those who considered themselves a candidate for this post. He does not allow their frustration, envy and jealousy to interfere with their duties.

6. Persistence. Successful leaders, in the absence of rigidity and dogmatism, persistently carry out their plans, even if their point of view turns out to be unpopular. They have an intuitive understanding of which ideas to hold on to, and they are actively interested in all available data. They are not afraid of others disagreeing with them.

7. Ability to cooperate. Successful leaders are able to suppress their hostility and act effectively in spite of it. They manage to level out their hostile feelings. Such a leader is characterized by the ability to talk with people, tact, and the ability to communicate at any level. Thanks to his good ability for interpersonal contacts, he achieves solid support in the organization for himself and his ideas. A leader knows how to restrain his hostility and aggressiveness.

8. Initiative. A successful leader is proactive. He leads the attack. He understands the possibilities that escape the attention of others. He knows when to start - it's part of his intuitive knowledge. When others hesitate, he acts. The initiative of such a leader includes one of the main qualities leading to success - the ability to take risks.

9. Energy. It is difficult for a leader to achieve success without endurance, without physical and intellectual capabilities. The supply of physical and intellectual strength is replenished due to the enormous energy of a successful leader. Such a leader continues the work when others are already falling from fatigue.

10. The ability to rely on others. A successful leader willingly imparts knowledge, gives advice, helps others grow, and spares no time in doing so. He is always ready to help professional growth and development, and the promotion of others up the career ladder.

11. Sensitivity. Top-level managers are sensitive to the feelings of others. They are characterized by empathy. They are able to put themselves in the place of another and experience their feelings. Successful leaders have a kind of personal radar that gives them the ability to sense what their colleagues are feeling and even thinking.

12. Identifying yourself with the cause. The most successful leaders are able to endure failure without feeling defeated or humiliated. They are attracted by the process of achieving results; they do not strive to be omnipotent and omniscient, they do not try to be everywhere at the same time, do all the work for others, and do not try to seem like they can do everything. High-level leaders know how to delegate work to others. They are not attracted to power as such; they are rather interested in achieving a goal. They get real satisfaction from the success of others, not from their own unlimited power. The power they enjoy comes from the respect they command. They do not strive to occupy as many leadership positions as possible, knowing that their influence is already sufficient and they do not need to use power to achieve success. They know their worth and are satisfied with it, they have complete self-confidence. All this gives such a leader the strength to resist undesirable developments.

13. The ability to empathize. Successful leaders show empathy for others without expecting to be loved for it. They are able to impartially and accurately evaluate their subordinates, knowing full well that it is impossible to please everyone. They know how to sympathize with a person, without allowing themselves to become helpless and undemanding. Such a leader understands perfectly well that the desire to please his subordinates at all costs will make him unable to lead them. Thanks to his strong sense of identification, he is able to make unpopular decisions.

14. Interest in the growth of the organization, and not in one’s own career. A true leader is necessarily interested in what he leaves behind. His greatest desire is not for personal power; he doesn't need the entire organization to be tailored to his tastes. When leaving, he wants to leave the result of his work, and not take everything with him.

15. Independence. Successful leaders understand their limits, collaborate with others, listen to them, but when it comes to making the final decision, they exercise independence. Having made a decision based on all the facts at their disposal, they stick to it. Such a leader cannot be forced to join a decision with which he does not agree: he would rather resign than do something that goes against his views and beliefs.

16. Flexibility. The manager does not need to focus on a single problem at any given moment: he can solve several problems at the same time and, when necessary, switch from one area of ​​activity to another. A leader must be open to new ideas, new ways of thinking, new processes. A successful leader develops flexibility, realizing that it is very easy to become limited by your preferences and passions.

17. Resistance to stress. A leader knows how to take care of his health, both physical and mental, and cope with stress. He understands that this requires leading a balanced lifestyle, and manages his life and his time. A successful leader does not allow himself to be controlled by circumstances and time. He feels good about this lifestyle and looks forward to everything that awaits him every day with pleasure. Feeling the effects of stress, he knows what to do to avoid damage to health.

18. Having a goal. A leader has strong beliefs and a clear goal. His life has a purpose, his work has a purpose. When he wakes up, he doesn't just wait for what the new day will bring. Having a goal involves planning, and every day brings the leader closer to achieving the goal. The goal is usually to achieve a dream: a dream of what his corporation will become; dreams of what his whole life will become. The leader loves and knows how - often philosophically - to talk about his dream. However, the leader’s views should not be ossified: the dream should develop, as well as the goal associated with its implementation.

19. Community leadership. A leader uses his power and influence for the benefit of society. He takes responsibility for his responsibilities, such as environmental protection. A leader devotes his time, effort and energy to improving people's lives and developing society, using all the resources at his disposal.

20. Sense of humor. Leaders who have a sense of humor achieve the greatest success. They are able to see the humorous side where others see only tragedy. They do not allow failures to depress them and are able to find something funny in a situation. They easily find a variety of opportunities. When they make a mistake, they admit it and are willing to laugh at themselves rather than placing the blame on others.

21. Integrity of the personal ideal. The leader has a good idea of ​​what he is like, what he strives for, how he lives - in every sense of the word. He is consistent and constantly makes efforts to ensure that his word matches his deeds in order to correspond to his personal ideal. The consequence of the coincidence of this ideal and actual behavior is that the leader lives at peace with himself, is easy to communicate with, and others feel at ease with him, regardless of their position or social status. People do not feel fear and willingly confide their sorrows and concerns to him; only the personal integrity of the leader makes this possible.

The work of a manager, which is distinguished by a well-thought-out work system, focusing on reserves for the use of working time, and improving the quality of management. The study of the problems of organizing the personal work process of a manager, the study and analysis of working time costs, and the consideration of educational and scientific literature made it possible to develop and formulate the following conclusions and proposals. ...

Positions of heads of structural divisions and specialists not included in Appendix 1 are charged in accordance with Appendix 4 to the Instructions. 3. CALCULATION OF WAGES OF EMPLOYEES OF A MOTOR TRANSPORT ENTERPRISE Remuneration of employees of motor transport enterprises is carried out on the basis of the Laws, Decrees and Decrees of the President of the Republic of Belarus in force in the Republic, Resolutions...

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A leader is a person who is not just a leader and manages a group of people, but a person who has special qualities, knowledge, skills and abilities that allow him to competently organize the work of the people under his command and achieve his goals and objectives. But, in addition to this, the manager must apply certain rules to his work that will allow him to perform his functions as efficiently as possible. And today we will talk about what rules a successful leader should follow in his activities.

Below we bring to your attention a dozen universal rules for any leader who strives for success and high results:

• The very first thing to note is that a leader must play the role of a role model among his subordinates. He must be an authority for them and a person whose instructions they will follow unquestioningly. Remember that a leader is a person who is capable and accustomed to taking responsibility for his actions, for the actions of his team and for the actions of any other person who is subordinate to him
• A successful leader must certainly have the ability to show them to his subordinates and explain how they can be achieved. A leader should not be the one who forces people to do anything - he should be the one whom people follow themselves. And this can only be achieved if you are able to show strength of character, indicate the main guidelines on the path to the result, organize the work of each team member and support the passion and initiative in each. There are no insignificant people in the team, and everyone should feel involved in the common cause
• For competent and effective management of people, it is important, among other things, to have well-developed rhetorical skills and the ability to speak openly and convincingly. All this can be an excellent help in the process of establishing effective communication with team members. A successful manager can always convey information to an employee in such a way that he not only understands what he needs to do, but also wants to do it
• The essential qualities of a successful leader, for whom the most important thing is the victory and success of his team, are inexhaustible energy and enthusiasm. Determination, result-basedness and optimism, in turn, allow you to achieve your goals no matter what and set new ones almost immediately. By acting this way and not otherwise, the leader will set an example for his team, which means that they will adhere to the same values
• A successful leader is able to take a step back when necessary, which is expressed in giving subordinates more space for action and encouraging their initiative. It is thanks to this that he has the opportunity to understand how involved each employee is in the common cause. Its employees must feel their individual responsibility, and also understand what may follow from doing or neglecting this or that task. This will help them gain determination and independence, and also develop a serious attitude towards work. If there is no clear guidance for action, there is a high probability of mistakes, but the experience gained will be extremely valuable in any case
• It is important to understand that the team is the guarantee of success, but you need to be able to create a team so that it ceases to be just a team. And a competent leader is the person who can unite the team and create an atmosphere in it that will turn employees into like-minded people. The leader must be able to wisely apply and organize the interaction of team members, which is based on the pursuit of common goals
• Each employee has a unique set of individual qualities, characteristics and abilities; each of them has their own talents. An effective leader is able to find an individual approach to each of his people in order to understand how to motivate each of them, and determine which path to direct people along so that the highest results are achieved
• A good leader must be able to wisely use the reward system for his people. But the incentive system should be the same for everyone, and the approach to incentives should be purely individual. Some will be motivated by career growth, some by the opportunity to earn more, and others by the opportunity to have more free time and freedom to make decisions. All this must be taken into account, but this can only be understood through individual work.
• A successful and self-respecting leader must in every possible way avoid the status of an “unattainable idol” or “bloodthirsty monster” among his team members. The key to effective work and successful functioning of a team is the absence of shortcuts, high-quality feedback, mutual respect and trust. The manager must devote part of his time to contact with employees, but at the same time nip in the bud disrespectful attitudes, insubordination and familiarity. In addition, the manager must have the ability to convey information to people in an understandable form, and be able to make the life and activities of the organization for employees as transparent and open as possible
• Many people believe that the essential quality of a good leader is rigor. But here it is very important to feel a special boundary so that employees are open and ready to interact, but at the same time maintain subordination and control themselves. The task of a successful leader is the ability to find this boundary. The leader must, mainly, discuss issues of requirements and discipline together with his people, because the entire work process is directly dependent on what the boundaries of what is possible and what is not. In addition to this, work schedules, daily routines and other similar things must be properly established. Subsequently, this will allow misunderstandings
• A professional and competent leader is in a continuous process of self-development and self-improvement. He should never be satisfied with the achieved professional level, because... only through obtaining new information and constant development of oneself can one achieve the maximum possible disclosure of creativity and the realization of creative potential
• And the last thing worth saying is that a successful leader must feel that he is responsible for the people who trust him and who decide to follow him. Thus, it is completely impermissible to deceive, commit dishonest acts and treat one’s subordinates unfairly. As they say, it can take forever to earn the trust and respect of other people, but only a second to lose it. People will never forgive a person for betrayal, which means you must always remain honest with yourself and the people around you.

And in conclusion, we will only add that a successful leader should not limit his actions only to setting tasks, making demands and monitoring the quality of work. He must be a creator in creating an effective team, must be an inspirer and the main motivating force for all his people. For this reason, the range of his tasks should include creating the ground for development, and work on building an effective communication system, and activities to update the abilities of each employee.

WHAT KIND OF LEAD ARE YOU: Naturally, being a good and successful leader can be difficult, because leadership is, first of all, working with people. But to work with people, you need to have an idea of ​​an individual approach to each of them, to see their characteristics and uniqueness. But how can you understand someone if you don’t know yourself? Most likely, this will be very difficult to do, so you first need to get to know yourself. And today you have a great opportunity to do this, and you won’t have to spend a lot of time on it, re-read a lot of complex literature and endlessly understand yourself. We invite you to take our original systematic course on self-knowledge, which will tell you about your leadership abilities, your teamwork abilities, your individual qualities and advantages, and give you a lot of other equally interesting and important information. So don’t waste time and start getting to know yourself - you will find the course at.

We wish you success in completing the course and the desire to become, first of all, a successful leader for yourself!

The problem of becoming successful managers of companies, enterprises, and firms is relevant for any state, regardless of its level of economic development. This is due to the fact that the economic well-being of any organization and, accordingly, the state as a whole, and indicators of the standard of living of all members of society significantly depend on the activities of managers.

The named personal qualities of an effective leader do not exhaust their complete list (Appendix 1). They are significantly supplemented and specified by some other factors for a manager's success, which focus not so much on general personality traits, but on the abilities of leaders mediated by training and practical experience. These include:

· effectiveness and desire to work hard to achieve goals;

· desire and ability to take responsibility for the assigned task and make risky decisions;

· willingness to initiate change processes, manage them and use them in the interests of the organization;

· willingness to use an open method of management that welcomes collaboration;

· the art of making quick decisions;

· ability to focus on the present and future;

· the ability to see and use changes occurring both within and outside the organization;

· readiness for close social relationships;

· readiness for general leadership;

· creative approach to your work;

· constant self-improvement and good general mental and physical shape;

· ability to use your time correctly;

· willingness to motivate yourself and your staff;

· willingness to work in charge of well-trained, professional personnel;

· readiness for political leadership;

· international outlook.

Of course, this is not a complete list of the qualities of effective leadership - there are many more. Some of them are not necessarily required by every manager, for example, the need for an “international outlook” depends on the characteristics of certain countries and enterprises. It certainly should be possessed by, say, heads of joint ventures, international organizations, etc.

For practical work on the formation of effective leadership, it is important to know not so much the general positive qualities of a leader, but rather their real significance for typical situations in personnel management.

Quite a number of empirical studies have been devoted to elucidating the influence of certain qualities on leadership effectiveness. Based on an analysis of such studies, the largest American expert on leadership issues P.M. Stogdill tried to establish the presence and nature of the relationship between individual traits and the success of a leader.

As a result of enormous analytical work, the author discovered significant differences in research on the importance of such qualities as intelligence, eloquence, introversion or extroversion of character, self-control, optimism, prudence, and determination for successful leadership. At the same time, among the qualities that contribute to the success of managers were: energy, intelligence, social status, work motivation, dominance, self-confidence, social skills and responsibility.

R.M. Stogdill combined the individual qualities of a leader into six groups:

1)physical characteristics (age, appearance, height, weight);

2)social background (education, socio-economic status);

3)capabilities (intelligence, prudence, knowledge, ability to express one’s thoughts);

4)personal characteristics (adaptability, dominance, independence, originality, self-confidence);

5)attitude to tasks (work motivation, responsibility, initiative, perseverance, focus on production tasks);

6)social abilities and skills (readiness to cooperate with others, popularity, communication skills).

One of the attempts to identify factors contributing to the formation of successful leaders was a sociological study conducted by professors Ch.Margerison (University of Queensland, Australia) and E. Kakabadze (Cranfield Institute of Technology, UK) on behalf of the American Management Association. 700 managers of companies, large firms, and enterprises were surveyed. The survey included a variety of questions about factors influencing the development of high-level managers.

The subjects were asked to rank in order of importance key factors that determined the success of their careers. It turned out that promotion to the highest level of management is primarily facilitated by three main factors:

1. personal desire to occupy a high position;

2. ability to work with people;

3. willingness to take risks and take responsibility.

· acquisition of management experience up to 35 years;

· ability to generate more new ideas compared to colleagues;

· ability to change leadership style if necessary;

· good technical training;

· family support;

· special management training.

The most important aspects of your activities that ensure success, they named the following:

1) high communication skills;

2) ability to manage people;

3) the ability to delegate powers.

According to research, the greatest difficulties in the activities of managers cause: management of subordinates, planning, dismissal, regulation of one's own time, delegation of authority, financial management, decision making, conflict resolution, hiring, self-discipline, development forecasting.

It should be noted that this list does not include specific professional qualities. This does not mean that the manager should not be an expert in his field, but this factor is not of decisive importance for the manager.

Naturally, not all of the respondents' assessments given in the American Management Association report are indisputable. Some raise additional questions. However, summarizing the results of the study, we can conclude that knowledge in the field of psychology will help you become a successful leader.

It should also be noted that although established qualities can largely explain why some people become leaders and others do not, then the possession of these qualities is not yet a guarantee of successful leadership. The traits of an effective leader depend on the characteristics of the work team, the tasks being solved, the degree of development of communications, the technical and other state of the enterprise and industry conditions, the level of industrial democracy and a number of other situational factors.

In addition, an important problem on which the success of leadership depends is the implementation of a person’s positive individual qualities in his everyday behavior as a leader, the translation of these qualities into sustainable characteristics of his practical activities, i.e. into an effective leadership style.

Test questions for topic No. 3

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