Successful leaders. What an effective leader should be like The main thing in leadership

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.

Bibliography

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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 active. 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...

Many successful managers believe that the main task for a manager at any level is to combine successful personal work with the productive activities of the department.

In other words, the area you manage, with your help, should become a team of creative and executive people who harmoniously, conflict-free and successfully carry out the tasks assigned to them. Your career growth, authority, and the number of people who support you depend on how you succeed. And, importantly, the number of people who have a negative attitude towards you decreases.

To dream that they will not exist at all is, at least, naive. There are many obstacles along the career path. Some of them are of an objective nature, and it seems extremely difficult to overcome them. It is entirely within your power to cope with others. Let's list at least some of them.

If you are an uncommunicative and closed person, you will have a hard time. Develop your communication skills, become an extrovert, stop focusing only on yourself and your work, see how beautiful the world is, and share your discoveries with others. You will be surprised how much easier and freer it will become for you to communicate with your colleagues and, first of all, with your boss.

It is not uncommon for an excellent technical worker to transition to a managerial position and turn out to be an ineffective boss. To avoid this, cultivate the qualities of a leader in yourself. As experience shows, if you can organize three people to work effectively, then you can easily manage thirty.

People often tend to overestimate the level of their abilities, including their ability to manage other people. Try to objectively evaluate yourself so that there are no annoying mistakes in the future. Learn to manage, because you yourself chose this path.

But first, let’s define who a leader is, what types of leaders and methods of leadership exist, what qualities should a leader have?

The essence of a leader’s activity is organizational work. It is the leader who directs and coordinates the activities of the performers. In turn, the performers are obliged to obey him and follow all his instructions. However, sometimes the manager himself becomes an executive, but only in order to delve deeper into the specifics of the enterprise’s activities.

By organizing the work of his employees, the manager is engaged in creative work, and the higher his official position, the more creative his approach to leadership becomes. And scientific and technological progress encourages the constant improvement of leadership skills.

However, organizing the work of a department is only one aspect of management. The manager is also obliged to direct the work of employees, promote their further development and even influence their behavior, including non-work behavior. For this, professional training alone is not enough. Requires the ability to work with people, pedagogical and psychological knowledge.

Basically, a manager deals with the following issues: he formulates tasks, plans work, controls the quality of its execution, evaluates the results of activities, motivates certain decisions (his own or those of management) and inspires his subordinates by personal example. Performing these functions often requires considerable effort, because they often conflict with each other.

As you move up the career ladder, the following trends occur:

* it is the boss who concentrates in his hands more and more functions of decisive power and strength, so the decision, ultimately, must be more and more balanced;
* informal, personal contacts with each new level of career growth will steadily narrow, and the need for communication will have to be satisfied, sad as it may sound, within one’s own circle. The need to control your contacts and your behavior will only increase;
* you need to be prepared for the fact that with the transition to a leadership position, the attitude towards the leader of the former team will change: contacts will gradually become more formal or even break off altogether, and attempts to remain “one of our own” in the team will contradict the job responsibilities and interests of the organization;
* controversial issues between employees or employees and management are resolved by the manager, and you also need to get used to the role of an arbitrator;
* the leader is always in sight, always in the zone of increased attention of others. Now you will have to monitor your appearance and behavior more carefully.

All people are different. There cannot be identical leaders, just as there cannot be identical people in general. Despite all the universal rules and requirements, managers differ in their leadership styles, personalities, professional qualities, and approach to people. Each manager has his own unique leadership style. However, it is still possible to derive some patterns that will allow us to somehow classify these styles. One of such classifications is the classification of D. Casey. He divides leaders into four big categories.

To the first D. Casey classifies leaders who can safely be called bureaucrats. These are formalists who do not like innovation and risk, preferring old, proven paths, trying to follow the letter and not the spirit of the law (instructions, directions). Such a leader is reliable, he is quite attentive to trifles and details, but in order for the enterprise to develop successfully under his leadership, he requires more flexible and agile employees. Those careerists who end up with such a leader should take into account that sometimes a promising subordinate is presented as a trial figure. That is, in order not to take risks himself, the boss entrusts the solution of sensitive issues to the one who is eager to prove himself. In case of failure, the figure surrenders instead of the cautious leader.

Other type - the exact opposite of the first. He is a fast and flexible leader, he does not like to get carried away with trifles, often takes risks and does not get lost in unusual situations. However, in order to smooth out shortcomings in working with details and in planning, such a leader requires deputies who are prone to precise and consistent activities.

Third type The manager tends to look far into the future, develop long-term plans, often not paying attention to the daily production process. The concerns of his subordinates occupy him little, as do the pressing problems of production. These issues seem petty and uninteresting to him compared to the plans and projects on which he works hard without rest or deadline. However, if such a leader does not learn to listen to the opinions of other people and take into account their interests, it is unlikely that his best and most detailed plans will come true.

And finally fourth type - this is simply a mirror image of the previous one. If the third type of leader devotes his strength for the benefit of abstract progress, then the fourth - for the benefit of a specific person. At least for the good in his understanding. He devotes himself entirely to working with people, imbued with their problems, their interests. He is very friendly, does not like to conflict, and can put the interests of a particular person above the interests of the company. Often such a manager cannot refuse help to his employees, even where he is really unable to provide it. Such a leader can easily “burn out” and have a heart attack if he does not become more clearly aware of his responsibilities and stops taking on other people’s responsibilities.

This division is, of course, very arbitrary. It is hardly possible to find a “pure” type of leader. Rather, every leader has something of the first type, something of the second, with a predominance, for example, of the third.

Aerobatics is when a leader knows when to be an innovator and when to strictly follow the instructions to the letter. He knows how to be both a tyrant and a father. This is the art of leadership.

However, a clearer division has also been developed, which determines the place of the manager in the management hierarchy. There are only three types of management in this hierarchy: top, middle and lower management. They differ from each other not only in the amount of powers concentrated in the same hands, but also in their responsibilities, contacts, and means of activity.

The job of a senior manager is the most difficult: you have to work a lot, the working day is not standardized by anyone and actually lasts 24 hours a day. There is no one to ask for advice and nowhere to look for instructions. Complete independence, which does not at all imply complete freedom of action.

A senior manager has many contacts, and they are very diverse. So, if contacts with subordinates take the form of various instructions, directives and instructions, then contacts with managers of other levels and of their own rank are of a personal nature: planning meetings, meetings, meetings. While such personal meetings take place regularly, receiving visitors or business contacts with representatives of other organizations are sporadic.

What exactly does a senior manager do? The development of the main or, as they used to say, the general line.

The role of a senior executive is so complex that it is almost impossible for one person to perform it. To do this, he must be a politician, a public figure, a psychologist, an economist, and a diplomat - all rolled into one. In nature, such individuals are extremely rare, therefore, in many commercial enterprises, where a board of directors is at the head, it is customary to make decisions collectively, and the role of the manager is to lead the decision-making process.

But within the Russian administrative system, it is difficult to say unambiguously whether this practice actually reflects collegial decision-making. All decisions are coordinated with the highest echelons of power, since in our country administrative and political power have grown together like Siamese twins.

Middle managers are faced with narrower tasks, which mainly involve the development and preparation of specific orders that ensure the advancement of the general line. They issue general instructions, prepare explanations, and distribute methodological instructions on orders and monitoring their implementation at the local level to lower authorities.

The lower link is administrators who convey instructions to performers in the form of specific orders and control their implementation.

So, in the sphere of management there is also a division of labor. Some leaders are responsible for making major, global decisions, while others fill them with vital content.

It remains only to touch upon some of the subtleties of the leadership process, without which the conversation about leadership styles would be incomplete. In addition to the official duties, which can be found in the contract, the manager also has responsibilities
unofficial, which may not be legally enshrined, but in most cases are taken for granted. These are obligations to treat your subordinates with respect, to help them not only with advice, but also with deeds, to take care of their health, material and physical well-being, and to maintain good relationships in the team.

Naturally, the boss’s selection of favorites has a sharply negative impact on the atmosphere within the team. Such phenomena must be avoided. However, there is a simple way to control yourself if you are a boss: just imagine yourself in the place of your subordinate. Could you work under your own supervision for a long time? No? This is a reason to think about your leadership style.

Not only the subordinate depends on the leader, but also the leader on the subordinate. Ultimately, they do one thing - they care about the prosperity of the company. If the manager has no desire to delve into the problems of his employees, then it is unlikely that the employees will have the desire to work well. And in general, an attentive attitude towards people is vital for a leader, because he also depends on his colleagues, partners, and superiors, whose loyalty means a lot.

A successful modern leader combines many different approaches in his activities. Of course, the business qualities of the manager come to the fore, since the financial result of the enterprise depends on them. Using personal qualities, he leads his team towards the intended goal.

Any director understands that he bears full responsibility for every decision he makes. Business is always a risk. It is important to take responsibility for success and failure. You can make a mistake, it happens to everyone. But only a confident person can take responsibility. This personal quality is difficult to overestimate. If such a person is at the helm, then the success of the enterprise is guaranteed.

Leader effectiveness

A modern manager perceives his activities not just as the performance of official duties, but as a way of life. He constantly sets ambitious goals, strives for maximum results, improves professional skills, and confidently manages the process.

To understand what qualities a leader should have, you can look at the issue from two sides. The opinion of successful managers with their own experience and knowledge should be taken into account. On the other hand, find out the vision of their subordinates. Results may vary. Both are important. The main thing is to be effective and lead the enterprise to profit.

For example, according to the results of one study, many general directors named the following necessary leadership qualities:

• communication skills;
• stress resistance;
• confidence;
• energy, activity;

And the employees compiled a list of other important qualities of a modern boss:

• strategic vision;
• confidence;
• ability to create a team;
• ability to prioritize;
• communication skills.

A modern leader needs to constantly develop. Advanced training, international education, scientific and practical conferences or additional education will help you become an effective manager. In the age of technology, you need to skillfully combine the achievements of science and technology with the potential of your employees.

To analyze effectiveness, many factors are taken into account. The main ones for any enterprise or industry:

1. Increased labor productivity.
2. Growth of fixed assets.
3. Fast turnover of funds.
4. Increased profits.

If the result of work in these areas is considered positive, then the boss is considered effective. His methods of work are welcome and are replicated throughout the company or the industry as a whole.

Knowledge

At all times, educated people have achieved success. And now, having a higher education plays a decisive role when appointing a director. In addition to specialized education, deep knowledge of economics, management, and psychology is required. Professional qualities characterize the education, experience, and competence of a manager. The competence of a specialist is determined by knowledge of the matter, understanding of the interrelations of various processes, and the search for ways to solve problems.

A modern manager must confidently lead a team, achieve positive financial performance, comply with labor and civil laws, understand budgeting, taxes, and regulate personnel policies. Moreover, we now have to work in conditions of fierce competition and time pressure. It’s good if young specialists begin to acquire their professional skills while still students (through internships or part-time jobs). Also, learning foreign languages, driving a car, and obtaining related specialties provides certain experience.

Often several departments operate within one enterprise. The director must always be aware of their activities. Production shops, branches, legal services, accounting, human resources departments, supply departments, logistics departments, marketing departments, archives - this is not a complete list of departments that need to be managed. Whether it is the construction sector, healthcare, trade, metallurgy or medium-sized business, the responsibility lies with the director. And the success of the enterprise depends on his competence.

Leaders are not born, but made. By gaining a wealth of knowledge, receiving education, work experience and having a desire to develop, you can confidently move up the career ladder.

Skills

The personal qualities of a leader reflect his ability to quickly respond to various events, influence others, and achieve his goals. In this group we can highlight the personal qualities necessary for a novice director:

• Equilibrium. The ability to control emotions is a key characteristic. The boss is simply obliged to be psychologically calm in different situations. In this he should be an example to his employees.
• Confidence. An important property for interaction with staff. A confident leader must be balanced and calm. This becomes a role model for subordinates and has a positive effect on the atmosphere of the enterprise.
• Resistance to stress is a basic personal trait. It helps to maintain clarity of thought, not to panic, and to keep the team from excessive emotions. And the ability to quickly make responsible decisions under different circumstances is the main feature of a successful boss.
• The desire to win. This characteristic is characteristic of confident people. Focusing on a positive result allows you to move up the career ladder. Such a boss charges employees with enthusiasm and stimulates them to strive for success.
• Organizational skills are characterized by the ability to quickly assess the situation, identify priority tasks, and accurately calculate the time to solve them. This characteristic is not only given by nature, but also develops through study and work. A good organizer rationally distributes the work of staff, develops their responsibility, and controls the execution process.

Skills

Skills are the key point of any activity. They reflect acquired knowledge converted into experience. Professional skills require not only existing knowledge, but also its constant improvement. The main business qualities of a modern manager should include:

• Logic, critical thinking or practical intelligence. This characteristic helps you work with a large amount of information, cutting out unnecessary things and not being distracted by trifles. Multitasking mode requires composure, the ability to act quickly, competently, and fully use your experience to solve strategic problems.
• Understanding the feelings, actions of other people or social intelligence. A manager with such abilities accurately determines what can be demanded from a person and what cannot. In addition, it easily creates a good psychological climate and a favorable business atmosphere. Correctly setting goals for subordinates is the key to their successful work.
• Self-esteem. The ability to introspect, be critical, and adjust your behavior will be a huge plus. Low self-esteem will not allow you to manage the situation. Uncertainty in one's knowledge or abilities predisposes one to partial, selective perception of information. And if it is too high, it can lead to the fact that the goals set will turn out to be unattainable.
• Economic and marketing knowledge. The director of an enterprise does not have to master the intricacies of each technological process or the details of the work of each manager. But it is important to understand the compliance of the product or process with international standards and market requirements.

Habits

It is important for every manager to remember that he is a role model for his subordinates. This means that first you need to think about how he wants his employees to be. For example:

• punctual,
• polite,
• leading a healthy lifestyle,
• neat and so on.

And now the most important thing is to start with yourself.

A simple example: the boss wants no one in the team to swear, everyone communicates politely and calmly. If he himself adheres to the same rules, then his subordinates will inevitably follow him, and the stronger the leader’s authority in the team, the easier it will be for him to inspire by example. But if a manager wants politeness from others, but allows himself to be rude, appeals will not work. “My successful boss swears, so swearing is one of the traits of a successful person” - this is approximately how such behavior will be read on a subconscious level.

Another example. Many managers - and quite rightly so - want their subordinates not to waste time on smoking breaks. Arguments about the dangers of smoking and its impact on efficiency, calls to quit and advice will only work from the lips of a non-smoking leader, don’t you agree? As Ralph Waldo Emerson said, “The way you look muffles what you have to say,” and this phrase perfectly demonstrates the importance of ensuring that what a leader says to others should not be at odds with what he is like. .

Habits reflect a person’s personality, but for their owner they become so invisible and everyday that you don’t pay attention to them at all. However, a true leader can always look at himself from the outside, recognize some weaknesses in himself and, most importantly, correct them.

Strong people improve throughout their lives.

The success of a leader lies in the ability to manage people. Management skills are the main thing to master. Set yourself maximum goals, find the right approach to employees, improve their skills, purposefully promote your brand, interact with key clients or investors, operate with numbers and explain to employees their contribution to the development of the company. And be the kind of leader you want to follow and from whom you want to learn.

Few ordinary workers do not dream of becoming a manager. Wouldn't someone be happy at the prospect of being a boss, handing out tasks to subordinates, pointing out their mistakes and enjoying their new position?

However, as you know, a new position of responsibility means not only unlimited power, but also new responsibilities, greater responsibility and the need for constant monitoring of the work of the team.

How to learn to lead correctly? How to find an approach to each employee so that the atmosphere in the team is calm and harmonious, and everyone listens to your opinion without exception? Below we will talk about ten golden rules on how to become a successful leader?

One of the negative traits of many managers is the inability to clearly formulate and convey a task to a subordinate. When a manager does not know what he wants, then, most likely, it is unclear what he will get as a result, unleashing his anger on a bad employee, in his opinion.

Clearly defined goals, as well as the order in which tasks are completed, will significantly facilitate communication between the boss and subordinates and speed up the process of completing work.

Scold only in private

If a person has not coped with the task, then under no circumstances should you reprimand him at a general meeting or in front of other subordinates. This move can significantly ruin your relationship with him and offend the person. Be sure to express all your complaints to him, but face to face. In addition, this will allow you not to make an enemy in the team.

Praise

Most managers very generously scold their subordinates for misconduct and poor quality work, while at the same time forgetting to praise them for good results. Meanwhile, we all know that praise is usually a better incentive than blame, and makes a person do his job much better. If there is something for it, be sure to praise your employees and you will see how their attitude towards you and their work will change.

Friendly atmosphere in the team

The manager sets the tone for the development of relationships between employees. You will definitely achieve success if you create a warm and friendly atmosphere in your team, in which there is no room for squabbles and intrigues. In addition, employees will be very happy if you hold scheduled weekly meetings with coffee and cookies or pizza.

Teach employees to independently monitor their work process

First, set a rule: every day at the end of the working day, each employee of the company must make a short report of his work, so that both he and you can understand what he did that day. You shouldn't force people to write tons of explanations. A verbal answer will be sufficient. Soon this will become a habit, and work will be more productive.

Clear organization of the work process

Your subordinates should know that with a boss like you, they need to get the job done quickly and efficiently. Let them know that you intend to control all stages of the work, and if there are any problems, you are ready to help.

Keep calm

There is nothing worse at work than hysterics and shouting from a manager at his subordinates. Often it is not entirely justified, and in almost 100% of cases it is absolutely unnecessary. Everything can be settled through calm dialogue. This will help maintain good relationships with people and clarify the situation correctly.

Don't be afraid to take responsibility for the failures or mistakes of your subordinates

In the end, it was you who controlled how the work was done, and since you could not monitor the quality, then you need to be held accountable for it. You will significantly add points to yourself in the eyes of your subordinates if, during a conversation with your superiors, you take full responsibility upon yourself, and later, at a meeting with your team, you work on your mistakes. Nobody likes people who shout about their importance, and when it comes time to be responsible for work, they hide behind the backs of the workers.

Be an example for others

When a person sees in a boss not only a leader, but also an intelligent, developed, charismatic person, he is doubly pleased to work with him. It is very important that authority is earned not only through position, but also through personal qualities. When employees are proud of their boss, they will try to do better work.

Subordination

Do not allow yourself to be addressed in a familiar manner at work. You are a leader, period!

Constantly improve

If you really want to become a successful leader, you must constantly develop as a person, improve your leadership skills, and you must become a team leader who takes responsibility for the productivity and successful work of his subordinates.

Be sure to read business books, books for managers, books on the psychology of relationships - a manager is also a psychologist who knows how to find the right approach to his subordinates, knows how to properly motivate his employees, and create a favorable atmosphere in the team.

Below are courses and trainings for managers:

Motivation

1. Secrets of motivation. 15 ways to retain a valuable employee. Go.
2. Three tools for targeted motivation. Go.

Personnel Management

1. Secrets of personnel management in a large company. Go.
2. How to manage staff engagement. Go.
3. Development of company personnel at minimal cost. Go.
4. Creation of an effective management team. Go.

For managers

1. Maximum managerial effectiveness. Go.
2. Leadership skills 3.0. Go.

Leadership

1. Innovation leadership. Go.
2. Vertical development of leaders. Go.

Vision of negotiations

1. Verbal Aikido. How to use your opponent's power in negotiations. Go.
2. How to conduct constructive negotiations: strategy and analysis of mistakes. Go.
3. Games and scenarios for tough negotiations in sales. Go.
4. Effective commercial negotiation skills. Go.
5. The art of negotiation. How to get the most out of your opponent? Go.

Email correspondence

1. Business email correspondence: rules of the game. Go.
2. Problematic correspondence from A to Z. Go.

Becoming a successful leader is not easy, however, by listening to some advice and your team, you can find an approach to each employee.

What skills, knowledge and personal qualities do you think a successful leader should have? Share your opinion, and perhaps experience, in the comments to this article.

Good luck and see you in the next article.