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What is a leader? LEADER (eng. Teasheg - leader, leader) - the most authoritative member of the group A leader is considered a person who has the greatest authority and recognition in his group, capable of leading other people. The leader is not appointed, he is nominated himself due to his personal qualities. Antonina Sergeevna Matvienko
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E. Bogardus At the beginning of the 20th century, the American sociologist E. Bogardus listed dozens of qualities that a leader should possess - a sense of humor, tact, the ability to foresee, the ability to attract attention, the ability to please people, the willingness to take responsibility, etc. He believed that qualities such as intelligence, energy, and character make a person a leader. Antonina Sergeevna Matvienko
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R. Stogdill in 1948, summarizing the data of many studies, already named 124 leadership traits. He tried to prove that a leader must be more intelligent than the people around him. However, he was objected: they say, in business, a superior mind is not at all an obligatory success factor. Other traits play a significant role, such as purposefulness. Antonina Sergeevna Matvienko
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According to the English writer S. Northcote Parkinson, there are six basic elements of leadership that can be acquired or developed through study and practice. imagination knowledge determination rigidity attraction talent Antonina Sergeevna Matvienko
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Leadership Styles Leadership styles are a set of techniques and methods characteristic of a leader for solving management problems, that is, it is a system of constantly applied leadership methods. Authoritarian, democratic and liberal. Antonina Sergeevna Matvienko
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Russian Leadership Test folk tales(Author of the test: Anastasia Vikhotskaya) 1. You were born a three-headed Serpent Gorynych. Probably better: a) Be an average head. Some personality! b) My hut is on the edge, I don’t know anything ... That is, to be left or right, it doesn’t matter. The main thing is that during lunch they do not deprive. c) The right head is always right! By definition. Antonina Sergeevna Matvienko
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2. Under the compulsion of your father and due to your own awkwardness, you shot towards the swamp and found the frog princess as your bride. Well. a) Everything is in our hands! And plastic surgeons. b) Father knows better. He's already married once. If he tells me, I will marry a frog. c) Love works wonders! You look, and the frog will bloom like a scarlet flower ... Antonina Sergeevna Matvienko
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3. You were sent there - I don't know where. And they ordered to bring something - I don’t know what. You: a) No, orders, of course, must be followed. But the goals must be clearly defined, and the direction is set correctly! b) The authorities know better. Once sent - you have to go. We'll figure it out along the way. c) Should I change jobs? Antonina Sergeevna Matvienko
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4. Having acquired, on occasion, the feather of the Firebird, you: a) I will sell it at a higher price! b) I will use it as lighting device in the hut. c) The thing is, of course, beautiful. But impractical. I will leave it for posterity. Antonina Sergeevna Matvienko
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5. Having met a hut on chicken legs in a dense forest, you: a) I boldly command: - Stand still! Alignment to the middle! b) I’d better go around to the side, away from sin ... c) I’ll sketch out a sketch of such an original architectural structure. Antonina Sergeevna Matvienko
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6. Having received boots-walkers for temporary use, you: a) I will save such a valuable thing. Wouldn't stop. b) I will hand them over to the royal treasury and receive a bonus! c) I am using the excellent opportunity to travel free of charge to overseas countries! .. Antonina Sergeevna Matvienko
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7. Having a wide choice Vehicle, You: a) Take a magic carpet. Preferably Persian. Prestigious and fast! b) A self-propelled oven is somehow more reliable. And it warms the sides ... c) Walking boots are so similar to ordinary ones. Modest and tasteful. Next, question 8 is male, and 9 is female. Antonina Sergeevna Matvienko
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8. Meeting on life path Vasilisa the Wise, you: a) I will seriously think about marriage. And about the marriage contract. b) Isn't Vasilisa the Beautiful your sister by any chance? No, say... Well, sorry. c) I'm getting married! And there - come what may ... Antonina Sergeevna Matvienko
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9. The Tsar-father insists on marriage. And he offers a choice of two candidates: Ivan Tsarevich and the knight Ruslan. Sighing furtively, you: a) I will choose a prince. And inheritance, and genetics, and the title ... Three in one. A win-win. b) One is rich, the other is handsome ... At least burst! c) I love only Alyoshenka, the son of a fisherman! With him I will run away from the royal choir. Antonina Sergeevna Matvienko
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10. After much deliberation at the crossroads, you: a) Still, I will go straight. I'm late, unfortunately. Oh, let's break through. b) Somewhere in my pocket a penny was lying around ... Heads, tails, of course. And it can become on edge. Come on, fate - smile! c) I will probably turn back. You can find other ways too. Antonina Sergeevna Matvienko
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11. When you discover that your hen has begun to lay golden eggs, you will: a) Put this business on stream. Jewelry poultry farm - our scope! b) Well, now you can not work at all! Lie on the stove and eat stuffed pike! c) Kiss her on the beak. Antonina Sergeevna Matvienko
Who is such a leader? LEADER (eng. leader - leader, leader) - the most authoritative member of the group Leader Leader is considered a person who has the greatest authority and recognition in his group, able to lead other people. The leader is not appointed, he is nominated himself due to his personal qualities. leader
At the beginning of the 20th century, the American sociologist Emory Stephen Bogardus listed the qualities that a leader should possess: a sense of humor, tact, the ability to foresee, the ability to attract attention, the ability to please people, the willingness to take responsibility, etc. He believed that qualities such as intelligence, energy, and character make a person a leader. His compatriot R. Stogdill called many studies, tried to prove that the leader is more intelligent than those around him in 1948, summarizing the data for 124 leadership traits. He must possess great his people.
The list of traits necessary for a leader was constantly expanding, but the correct explanation for this phenomenon was never found. Some people still think that leadership is a quality that is either there from birth, or it is not there at all. But this is not so, because the art of being a leader can be learned. Of course, learning the secrets of mastery does not mean that we will become leaders like Napoleon, Caesar ... Having studied them, we will learn how to act effectively and make the right decisions.
Imagination If something is to be created, built, moved, or organized, a person must have a clear idea of what the result will be. This requires the ability to imagine the non-existent. This representation, a mental picture, consists of real things that we have seen somewhere, but changed and adapted in a new way.
Talent It is necessary to accurately distinguish between talent and ability. Capable person is someone who does things with relative ease that others find difficult. It can be playing the cello, horseback riding or football. But in order to rise above ability, organizing the work of others, whether it be conducting an orchestra, leading troops in battle, one needs talent. A talented person keeps the situation under control.
Determination This is more than just a strong desire to succeed. Determination has three components. First, the leader knows that the assigned task is within human limits. Second, he believes that whatever needs to be done will be done. Thirdly, he must convey his conviction to others. His calm confidence will give strength to the rest of the team.
Rigidity Perhaps few people today are ready to accept this, but experience shows that you can only succeed if you are ruthless towards ill-wishers, idlers and lazy people. There are leaders who are both loved and respected, but this does not mean, but this does not mean that they have never been tough.
Attraction The leader must be a magnet, a central figure to which all others are drawn. The force of attraction is greater the more often you are in sight. Of course, in big company it is rather difficult to be in the public eye, but there they constantly talk about the leader in his absence. He must become a legend, the hero of stories, real or fictional. He does not surround himself with admirers, seeking fame and attention, because the leader already has them. He does not need to demonstrate his importance. She is obvious.
How to identify a leader in a class team? What qualities should a leader have? How to develop leadership qualities in adolescence? The presentation "Leader and Leadership" will help you answer these questions, which can be used to conduct a lesson with elements of training with teenagers.
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School of Leaders of the Galenkovskaya secondary school Leader and leadership Educational psychologist comprehensive school» Basos Lyudmila Alexandrovna
Laws of the Leader's School Law "Zero-zero". We all start on time. The law of the raised hand. It is necessary to listen to the person who raised his hand. Business law. If you need it, then you need it! If we do, then on the conscience! The law of respect. If you want to be respected, respect others! The Law of Friendship. Don't die yourself, but save a comrade! Word law. I gave you my word - keep it! The law of good. Be kind to your neighbor and goodness will return to you! The law of honor. Remember your physical strength only when you are alone. Remember your spiritual strength, duty, nobility.
Warm up
acquaintance Exercise "Training name" Making a badge Your task is to choose a training participant and tell him about yourself in 1 minute. In this message, you will talk about what you love, willingly do, your hobbies, current interests and activities. Introduce the member to the group.
A leader is a person who all other members of the group recognize the right to take on the most responsible decisions that affect their interests and determine the direction and nature of the activities of the entire group.
A leader must possess such qualities as Self-confidence, a sharp and flexible mind, competence as a thorough knowledge of one’s business, strong will, the ability to understand the peculiarities of people’s psychology, organizational skills. Imagination Knowledge Talent Rigidity Attraction Superiority over others Sociability (sociability) Vigor Influence, expressing readiness to follow the goal
Leader's motives 1. More benefit to society. 2. A sense of responsibility for the partnership. 3. Social gains. 4. Desire to test yourself.
Leadership styles of communication Liberal - a style when friendly relations lead over public ones. Autocratic - style, when an authoritative tone is detected, laconic, intolerant of objection. Democratic - style, when their powers are transferred to the team.
Exercise "Leader and his team" Divide into three groups and determine the leader in each group. For all teams, the same task: you, led by leaders, must create a gallery of portraits of different types of leaders in 15 minutes and, after this period, present this gallery to us in the form of live scenes.
Exercise "Sense of time"
Exercise "Shipwreck"
Psychogeometric test
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English leadership. leader - leading] - relations of dominance and subordination, influence and following in the system of interpersonal relations in a group. During the study of leadership, various styles leadership, developed a number of theories of the origin of leadership. The latter can be conditionally divided into four main areas.
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From the point of view of I.P Volkov, leadership is the process of internal socio-psychological organization and the management of communication and the activities of members of a small group and a collective, carried out by a leader as a subject of group norms and expectations that are spontaneously formed in interpersonal relations
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A LEADER IS A PERSON WHO RECEIVES CERTAIN INDIVIDUALS FROM BIRTH. A LEADER IS A SUBJECT OF GROUP INTERACTION, THE ACTIVATION OF PERSONALITY QUALITIES OF WHICH IS REPEATED WITH A CERTAIN FREQUENCY IN TYPICAL SITUATIONS
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Leadership problems are studied by various sciences. Psychology and psychiatry explore the characteristics of a leader's personality. Sociology considers L. from the point of view social system. Social psychology studies L. as a process of interaction between social and psychological factors, investigates its mechanisms, and develops methods for selecting, training, and promoting individuals to leading positions, depending on the nature of the group and organization.
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FUNCTIONS OF A LEADER Organization of a group to achieve common goals, common tasks, joint activities; Development and maintenance of group norms, rules of conduct, samples, standards through condemnation, praise, ridicule;
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External representation function; Taking responsibility for the group. There is taking responsibility for overall results, and the highest function is taking responsibility for negative results; Psychotherapeutic maintenance of a favorable climate in the group. These are functions to create psychological comfort for group members.
1. Leadership and power
Leadership is the ability to influence individuals andgroups of people to encourage them to work towards achieving
goals. There are many means by which
can influence others and lead people
yourself.
A leader is a person who directs and
coordinating the activities of performers who, in
obligatory obedience to him and within the framework,
certain powers, to fulfill all of its
requirements. The leader can take over
functions of the executor only in order to understand
the specifics of the problem.
The leader can successfully manage the performers
only if they submit to his authority.
Power:
ability and ability to carry outthe will to exert a decisive influence on
other people's behavior through any
funds,
relationships between social units
behavior of one or more units
(responsible units depend on some
circumstances from the behavior of other units
(controlling units),
potential ability that
group or individual to influence
on another
ability of an individual or group
to exercise one's will through fear, or
by refusing the usual rewards, or
form of punishment and despite the inevitable
resistance.
Grounds for the classification of power
coercion (power of force, violence),resource ownership
legitimacy (official power,
enshrined in laws, regulations and
rules),
expert knowledge (expert power),
charisma (referential power). power properties
Content
social character
manifests itself in the fact that power is not personal
property or attribute of some person, but exists only
like relationships between people
asymmetry
expressed in unevenness, asymmetry of influence and
direction from leader to subordinate
Purposefulness
assumes that power in an organization is built on the basis of goals
organization, its management and personnel
Potential character
influence of power resources
means that submission occurs without the use of means
impact, but with a threat or expectation of their use
Belief in subordinates
managerial ability
influence them
without this faith, the leader, even if
impact, will not be able to achieve sustainable obedience
funds
Possibility of resistance
or insubordination
stems from limited power in the organization
The causal nature of power
expressed in the fact that the power of one person is the cause
behavior of another person, which in turn is
consequence of the power of the first
Partial, limited
power determination
employee behavior
means that power does not extend to privacy and
staff freedom, and employees always have the opportunity
leave the organization if the authorities do not suit them
Basic Law of the Balance of Power
The scale of control isquantity that determines the amount
people, works or departments,
united by a single leadership.
For senior management number
direct subordinates of one
leader must be selected
"law 7 plus or minus 2", i.e. at least 5
and no more than 9 people (average 7). Organizations
can have
narrow and
wide
scale
manageable
ti
Leadership
It is a process of social influence in whichthe leader seeks the voluntary participation of subordinates
in activities to achieve organizational
goals."
Or "the process of influencing a group
activity aimed at achieving
goals."
Various definitions.
Yu.V. Kuznetsov and V.I. Podlesnykh:- the ability to influence people to induce them to work for
achievements of goals.
V.R. Vesnin:
- the mechanism of the individual's influence on group activity in
conditions of conscious acceptance and support of his actions with
side of the group.
O. Vikhansky and A. Naumov:
- type of managerial impact, based on the most
effective combination of sources of power and
aimed at encouraging people to achieve common goals.
Differences between a manager and a leader (according to O. Vikhansky and A. Naumov)
Manager1.Administrator
2.Commands,
Leader
1.Innovator
convinces
2. Inspires, encourages
3. Follows the instructions of others
3.Realizes
own
4.Works
on the
goal-based
calculation
4.Works
on the
basis
5. Oriented
on visions
organization
5. Focuses on people
6.Controls
6. Trust
7.Supports movement
7. Gives impetus to movement
8. Makes decisions
8. Implements solutions
9. Does the right thing
9.Does what it takes
10. Respected
10. Enjoys love
Leadership and Leadership
Effective managers strive for excellencein the current environment
Create a sense of satisfaction
Implement reorganization programs
Cultivate devotion, prepare workers for
today's tests
Putting things in the right direction
Interested in performance
Administer
Maintain normal order
Focus on systems
Rely on control
Organize and recruit staff
Emphasize the importance of tactics, structure, systems
See the short term
Asking “how?” questions and when?"
Accept the status quo
Focused on the present
Summing up
Develop in detail the order, phased
actions and deadlines
Strive for predictability and order
Avoid risks
Encourage staff to comply
standards
Use formal, conditioned official
position influence (superior to subordinate)
Require others to obey
Operate within the rules of the organization
regulations, rules, regulations, strategies,
procedures
They have a certain position.
Effective leaders differ in ability
create a new environment in the organization
Create a feeling of dissatisfaction
Determine the direction of change
Cultivate passionate devotion and desire
make the most of the opportunities
resulting from change
Doing the right thing
Interested in efficiency
Innovate
Develop an organization
Focus on people and structure
Rely on trust
Rally people working towards a common
task
emphasize the importance of philosophy,
fundamental values, common goals
See the long term
Asking “what?” questions And How?"
Challenge the status quo
Focused on the future
Look ahead to the horizon
Develop concepts and strategies for them
fulfillment
Strive for change
They take risks
Inspire people to make changes
Use personal influence
Encourage others to follow
Operate outside of organizational boundaries
strategies, procedures
Take the lead
Leader and Leadership: An American Approach.
G. Ford: Leaders are specially selected productiveworkers who, after 5-10 ordinary workers, are put on
conveyor to maintain an ultra-high pace of work.
F. Fiedler: a leader is “an individual in a group who is faced with
the task of directing and coordinating group activities or
one who, in the absence of a designated leader, bears the main
responsibility for doing his job.
R. Stogdill - the process of influencing group activity,
which aims to achieve goals.
Leadership
is the ability to get people to do what they don't want to do
causing self-hatred,
nor to the work they do.
MANAGEMENT STYLE -
LEADERSHIP STYLEit's a habitual behavior
leader in relation to
subordinates to give them
influence and encourage them to achieve
organization goals.
Theories of leadership (approaches to the classification of leadership styles)
1.2.
3.
Kurt Lewin classification
Situational Theories of Leadership
Modern approaches to leadership.
Research by Kurt Lewin
Behavior is a habitmanager's behavior towards
subordinates to influence them
and encourage them to reach their goals.
1. Authoritarian
2. Democratic
3. Liberal
D. McGregor, Theory X - the idea of employees of an autocratic leader
1. People initially do not like to work andany opportunity avoid work.
2. People don't have ambition and they try
get rid of responsibility, preferring,
to lead them.
3. Most of all, people want security.
4. To make people work, it is necessary
use coercion, control and threat
punishment.
D. McGregor, Theory Y - the concept of employees of a democratic leader
1.2.
3.
4.
Labor is natural to man. If conditions
favorable, people will not only accept
responsibility, but will strive for it.
If people are attached to organizational goals,
they will use self-management and control.
Participation is a reward function,
associated with goal achievement.
Ability to creatively solve problems
is common, and the intellectual potential
the average person is only partially used.
authoritarian style,
considered universal. Hebased on giving back to subordinates
writ form orders without
any explanation of their connection with the general
goals and objectives of the activity
organizations.
Character traits:
centralization of all power in the hands of the leader andmaking their own decisions, which
subsequently imposed on performers;
distancing him from his subordinates and dominating
official relations between them;
return to performers in the form of an order
orders without explaining their connection with general
goals and objectives of the organization;
widespread use of administration,
punishments.
Democratic style
A real democratic leader triesmake the duties of subordinates more
attractive, avoids imposing his will on them,
Involves in decision-making, provides freedom
formulate your own goals based on goals
organizations.
Organizations dominated by principle
democratic leadership, characterized
a high degree of decentralization of powers,
active participation of employees in decision-making,
creating conditions under which
official duties are for them
attractive, and success is a reward.
liberal style
Its essence is that the leader putsbefore the performers a problem, creates
necessary organizational conditions
for their work, defines its rules,
sets the boundaries of the solution, and he departs
to the background, leaving behind
functions of consultant, arbiter,
an expert evaluating the received
results.
Behavioral Leadership Styles (Ohio State University School)
Orientationon the result
Focus on
interpersonal relationships
Low
high
Low
high
Leader focused on
expectations of group members, not
on assignment.
The leader provides
fulfillment of goals and takes
active participation in the fate of members
groups.
The leader distances himself from the group
and removed from
responsibility for the result.
Leader focused on
task completion,
ignores personal
group members' expectations.
The influence of leadership style on the group
Task orientation leads to groupperformance.
Relationship orientation leads to
satisfaction of subordinates.
University of Michigan Research
Signs of Effective LeadershipProductivity per man-hour
Satisfaction with the work of members of the organization
Staff turnover, absenteeism and complaint rates
Costs
Loss from marriage
Motivation of workers and managers
Leadership styles
Leadership stylesLeader focused on
work
Leader focused on
workers
Situational Theories of Leadership
The Management Grid of Robert Blake and Joan Mouton;Tannenbaum-Schmidt Leadership Behavior Scale;
F. Fiedler's theory of effective leadership;
The path-goal model of Mitchell and House;
Leadership Model by Paul Hersey and Kenneth Blanchard;
Vroom-Yetton-Yago decision theory.
Management grid R. Blake and D. Mouton
Tannenbaum-Schmidt Leadership Behavior Scale
The bottom line is that the leaderadopts that style
behavior that is appropriate
views on their role in the process and on
emerging situation. The leader chooses one of seven possible
patterns of behavior depending on their views on
sources of power, relationships with followers and
situations.
"Democrat", for example, believes that power is given to him
followers he leads, that people tend to
self-government, subject to proper
motivation.
"Autocrat" believes that power is given by his position
in a group (organization) from above that people internally
lazy, selfish and dangerous to rely on. Between
these extremes, there are five more intermediate
behavior styles. The choice of one of them is
changing situation and changing relationships with
followers. 1 - the leader gives freedom to the team to accept
decisions, and he only approves them
2 - the leader delegates to the groups the right to take
decisions on specific issues
3 - raises problems, asks for suggestions and
makes his own decisions
4 - offers solutions himself and considers them possible
change taking into account the opinion and initiative of the team
5 - puts forward ideas and offers to discuss them,
makes his own decisions
6 - makes decisions himself and convinces
followers in the correctness of their decisions
7 - he makes decisions and brings them to
subordinates
Model of Effective Leadership by Paul Hersey and Kenneth Blanchard
The model is built on the correspondence of a certainleader's behavior style readiness of subordinates
perform a task.
Leadership effectiveness is achieved through
leader's flexibility in choosing a behavior model and his
adaptability. Maturity of employees:
31 - able to work in not to a large extent, wish
rarely work;
32 - able to work to some extent, sometimes willing
work;
33 - able to work sufficiently, work
wish often;
34 - able to work to a great extent, usually
wish to work.
Leadership styles that are effective in a particular situation
In accordance with recognized criteria (focus ontask or relationship):
S1 Directive (telling) - guiding, guiding,
managing, indicating, establishing norms and rules. Style
effective only when the degree of readiness of subordinates is low, or
under conditions of time pressure or crisis.
S2 Selling (selling) - explaining, clarifying and
detailed, persuasive. The style is effective with medium
readiness of subordinates.
S3 Participating style (participating) - encouraging,
encouraging, collaborating, committed. Style is effective
at an average, or approaching a high degree of readiness
subordinates.
S4 Delegating style
performing. The style is effective at a high degree of readiness
subordinates.
Model F. Fiedler
Three situational variables:relationship between the leader and team members;
task structure or degree of work coordination;
official powers.
Unfriendly
12345678
Friendly
Nice
87654321
Unpleasant
All rejection
12345678
All host
Tense
12345678
Relaxed
Leader styles
Leader stylesfocused on
relations
task-oriented
The "path-goal" theory (T.R. Mitchell and R. House)
Leadershipstyles
directive
supportive
th
Oriented
th on
achievements
Participating
Situational factors
Behavior
followers
Characteristics
subordinates:
belief
predestination
results
propensity to obey
capabilities
Satisfaction
work:
good job leads to
good
remuneration
Organizational factors:
content and structure
work
formal
authorities
group culture
Motivation:
effort
will lead to a result
for results
will follow
corresponding
reward.
Modern approaches to understanding leadership
Based on the assumption ofqualities that leaders have
encouraging staff to work better
its usual level.
Phenomenon
"extra activity".
Concepts of charismatic leadership
The concept of the evolution of charisma (Lay Konger)Stages
Content
First stage
the leader assesses the situation, adapts and formulates
ideas that need to be realized
Second phase
the leader coordinates his ideas with the followers,
by any means necessary
Third stage
building trust and alignment; at this stage
the main ones are the unexpectedness of actions, risk and
Practical skills
Fourth
stage
a charismatic leader serves as a role model
and a motivator for others
Charismatic leadership is more effective in groups
with poorly structured tasks,mild functional
division of labor
lack of clear implementation strategies
organizational tasks.
Factor-analytical theory of leadership
Personal qualities of a leader and characteristic for himbehavioral traits associated with the achievement of certain
goals can vary greatly.
As a result of the interaction of the individual qualities of a leader and
tasks facing him, a style of his behavior is developed,
constituting his "second nature".
The style and goal orientation of a leader bear their imprint
certain social conditions.
The concept of interactive leadership
This approach to the study of leadership is associated withmanifestations of feminine style
guides.
The purpose of this approach is to prove that the desire for
achievement of the goals of the organization expands
the ability of staff to achieve personal
goals.
The concept of transformative leadership
Transformative leadership means internalemployee remuneration.
Factors for describing transformative leaders (M. Bassa)
Attention personalization
Conditional Reward
Management in exceptional cases
Stimulate reflection
Charisma
The concept of service (conciliation) management
The purpose of service management is to increase motivationpersonnel to work and achieve the goals of the organization.
The core principle of service leadership is
interaction.
Leaders of this type operate at two levels:
- serve to achieve the goals and needs of their
subordinates
- implementation of the goals and objectives of the organization as a whole.
A service leader relies on employee compensation and
in exceptional cases - for management.