Leadership styles in the organization - types, characteristics, features of management. Test "personal leadership style" Key to diagnosis

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Hello! In this article, you will learn about the features various styles leadership in organizations, what advantages and disadvantages they conceal and how to recognize these styles at the stage of accepting a leader into a company.

Basic Leadership Styles in Organizations

Management- activities aimed at setting goals, coordinating the work of the team, analyzing and finding ways to improve labor efficiency.

Supervisor- formal, but not always the actual leader. His managerial functions due to appointment to a position or voluntary assignment of duties, subject to ownership of the company.

The formation of a leadership style is determined by the type of team, the urgency of tasks, and the conditions for fulfillment. Of great importance is the accumulated experience, personal qualities, temperament, appearance nervous system. The choice is influenced by specific situations, professional training of employees, the level of motivation.

Team Leadership Styles are divided into three main types:

Command style characterizes sole decision-making, strict administration. Such a leader does not need the opinion of his subordinates, imposes his will, exerts psychological pressure. Applies threats, does not perceive emotions, his tone is sharp, not tolerating objections. With subordinates keeps a distance, is afraid of qualified workers expressing their opinion.

2. Democratic(contractual, economic).

The collegial style is distinguished by the joint development of an action plan and its implementation. A manager who uses cooperative management listens to the opinions of employees and maintains a friendly atmosphere in the team.

Conflict situations are resolved by negotiations and compromises. The democratic leadership style implies the desire of a group of employees to complete the task, the distribution of responsibilities in accordance with their abilities. The manager does not control the production process, he is interested in the final result.

Such management increases the interest of employees in the fulfillment of the tasks set, stimulates the manifestation of initiative and creativity, development, and advanced training.

3. Liberal(permissive, anarchist).

This type of leadership is distinguished by the delegation of tasks and part of the responsibility to other members of the team. The anarchist manager sets tasks, creates conditions for work, and determines the time frame. The subsequent work consists of third-party observation, expert advice and evaluation of the final product of collective labor.

The conniving style of leadership leads to the capture of actual power by deputies, heads of departments. The leader is soft in communication, makes contact at the initiative of the employee, is not concerned about maintaining strict discipline. Often goes to persuasion, does not fulfill promises, cannot say a firm “no”.

With all the negative qualities, the liberal recognizes the level vocational training each employee, entrusts feasible tasks. This gives positive results.

Employees think that only their creativity and independent decision-making ensures the final result. In fact, the result is predetermined by a competent organization, the distribution of responsibilities by the leader.

The analysis showed that the choice of an authoritarian, democratic or liberal leadership style does not affect performance. Each type has its pros and cons. The validity of the style is determined by the specific state of affairs in the organization.

In complex production situations that require tough decisions, taking full sole responsibility, an authoritarian leadership style is acceptable. And if production is stable and established, then employees will prefer a Democrat leader.

The liberal leadership style is acceptable in a team of highly qualified specialists who do not need control or guardianship. There, everyone does their own thing, is responsible for the final result of the tasks set.

The replacement of obsolete production with new technologies, the changing labor market, the increased level of professional training dictates the need to increase the effectiveness of the leadership style.

In successful European, Asian firms practice innovative analytical style. A top-level manager must generate ideas, analyze them, implement them in production, maintain good relationships with the team, and adequately respond to failures.

Other style - complicit, or participatory, involves openness of relations, involvement of subordinates in planning, making joint important decisions, holding regular meetings. The leader creates groups with the right to make independent decisions. It is used in scientific organizations of an innovative type, where all employees have highly qualified and creative approach to business.

The choice of management style is directly related to the personality of the manager. So, according to the nature of actions, leaders are divided into passive and active. Passive managers are liberals. In relation to the use of power, they are divided into unitarians and pluralists. The first type concentrates power in their hands, uses an authoritarian style of leadership. The second - combines his opinion with someone else's to achieve the goal, practices a democratic style.

The characteristics of styles indicate that they are not applicable in practice in their pure form. Leaders in each specific situation manifest themselves in different ways.

Throughout a managerial career, methods of all styles anddepending on circumstancesto complete tasks on timethe most efficient ones are selected.

"Management grid" by R. Blake and M. Mouton

1. (1;1.) Primitive management or "work rest" (combined management)

Permissive leadership style. The manager does not delve into the essence of projects and is cold with employees. He will not seek to develop the company, and in case of difficulties, he will turn to his superior for help.

2. (1;9.) Social leadership (governance in the spirit of a country club)

Managers of this type are attentive to employees, but mediocre in production matters. Such a leader takes care of the needs of subordinates. But at the same time they suffer production processes. It is worth noting that in such a team, employees are less likely to leave.

3. (9;1) Authoritarian leadership (power - submission)

Leaders of this type are more interested in solving production issues and less in the atmosphere in the team.

Such a leader will not allow familiarity. Discipline in a team is what is important for such a manager.

4. (5;5) Production - social management(organizational management)

This type of leader tries to find a middle ground between effective organization workflow and a trusting atmosphere in the team. The last decision remains with him, but he will certainly ask the opinion of his subordinates.

5. (9;9) Team leadership or leadership "face to face" (group management)

This position characterizes a type of leader who treats both people and the production he leads in the same way. This type of manager seeks to make maximum efforts, as in the field social policy as well as in production. in the best way increasing productivity, improving the quality of products and services they believe is the active involvement of subordinates in the decision-making process. This makes it possible to increase the satisfaction with the work of all employees, to take into account changes that affect production efficiency.

Strengths and weaknesses of each leadership style

For competent team management, you need to analyze the pros and cons of each management style. Based on this knowledge, personal qualities choose for yourself the most appropriate option, suitable for a particular situation.

Advantages and disadvantages of management styles

Style	Strengths	Weak sides
Authoritarian	Quick and clear task setting, decision making	Suppression of the initiative
	Predictability of results	Weak motivation
	High discipline	Low dedication
	Simplicity of the control mechanism, which helps to avoid serious conflicts	Staff turnover
	Quick response to changing external conditions	Unhealthy team environment
	Efficiency in establishing work, solving organizational problems of new enterprises	Over control
Democratic	Raising the interest and motivation of employees in the results of work through participation in management	Large time spent on discussion and planning
	Atmosphere of openness and trust	High emotional commitment of the leader
	Successful solution of non-standard tasks	Difficulties in balancing interests
	Achieving goals at low cost	Decreased management of employees
Liberal	Creative approach to solving problems by employees	Deadlines
	Development of initiative, independence	Lack of discipline
	Increasing staff responsibility	Manager's indifference towards employees
	The affairs of the company are decided by the majority	Low control

After analyzing the table, we can conclude that the manual is divided into 2 types according to orientation:

to solve problems;
to the team.

Often, the manager intuitively chooses methods that are closer to him in terms of the perception of the world, the manner of communication, and education.

Leadership style and psychological climate in the organization

The task of the manager is to create a healthy psychological environment in the team. Effective, constructive work of employees is possible if everyone is interested in the final result of labor in the manifestation of business, professional qualities and abilities. This is achieved by developing criteria for assessing the effectiveness and quality of work, psychological and material motivation.

Scientists have found that labor productivity is directly related to the interaction, compatibility of individuals in the work group.

Outside the team, motivation, despite the initial interest, gradually decreases, since there is no competitive moment.

The psychological climate includes three main components:

perception of the leader, participation in management;
cohesion of team members, ways out of possible conflicts;
satisfaction with the contribution to the common cause.

The leader alone makes decisions, does not welcome the initiative, uses threats, disciplinary action. When giving orders, he counts on the unquestioning execution of orders, brings a minimum of information to employees. Rigid control is exercised, the imposition of one's will.

These factors create an unfavorable environment in the team. The staff is in constant emotional stress, monotonously performs work, fearing to fall under penalties, to be reprimanded. An unhealthy psychological climate leads to conflicts and staff turnover.

Competent selection of employees helps to smooth the situation with an authoritarian style of management. Groups of mixed sex have a more cultural level, the presence of employees different ages involves the exchange of experience, reducing the time of adaptation.

A democratic style of leadership looks much more attractive to job seekers. Under it, employees are attached to management, voluntarily assume responsibility. Everyone is informed about the reward system. The employee freely expresses his opinion, conflicts are discussed collectively. The leader perceives criticism, under the pressure of arguments, is able to abandon his decision. Asks for the final result, does not control the little things, likes to negotiate.

Partnership relationships, not imposing one's will, the formation of pride in the performance of assigned tasks motivates staff, creates a favorable environment, and stimulates fruitful work.

With a conniving style, interference in the affairs of the manager's employees is minimal. The liberal does not consider it necessary to control at intermediate stages, does not participate in solving important issues, and is indifferent to criticism. Incentives are random, unsystematic. With polite, tactful treatment, the staff feels the indifference of the leader to him.

The psychological climate in the team with this style of management is unfavorable, since employees do not have motivation to improve labor productivity.

How to identify leadership style

A candidate's management style can be identified at the interview stage. For this, rapid tests, case interviews are used. When conducting surveys, they make notes about speech, demeanor, communication style, which can tell a lot about a person.

Tasks to identify the leader

Test 1

Determines the presence, confidence in the correctness of one's opinion. They offer to calculate the cost of goods on the basis of unrealistic data or offer a plausible condition for the problem, but dispute the correct answer. True leader will not doubt the correctness of the decision, will try to firmly defend his opinion.

Test 2

They ask the candidate to convey to the interviewer the told story about the company. Observe the style of presentation. The leader will not repeat word for word, will convey information from his point of view. In addition to listing the facts, the leader will express his thoughts about what he heard.

Test 3

Offer the applicant to do something extraordinary, disrupting the course of the interview. For example, tell a joke, sing. Based on the reaction to the proposal, they conclude that they are ready for an unexpected turn of events, a critical situation.

Companies with high corporate culture conduct a case interview.

More often, the candidate is given tasks to find a solution to a problem situation. Answers determine creativity, conflict, stress resistance. Whether the applicant is able to take responsibility or redirect the search for a solution to another person.

Knowing the characteristics of leadership styles, it is not difficult to determine who the future leader is - a unitarian who concentrates sole power, a democrat who solves problems together with the team, or a liberal who shifts responsibility to the staff.

Reveal managerial style guides help answering self-diagnosis test questions. Choose one of the three proposed options, check the box.

Questions

When making decisions, you: a) consult with subordinates; b) try to shift the decision to others; c) take responsibility.
When solving organizational issues: a) you reserve only general control; b) do not interfere, providing a solution to the problem to the team; c) determine the actions of employees at each stage.
How do you exercise control over subordinates: a) rely on self-control; b) think that control is not needed; c) keep track of the actions of each employee.
In a situation requiring urgent decisions: a) consult with the staff; b) shift the responsibility to the actual leaders of the team; c) make decisions alone.
Relations with the team: a) help subordinates; b) communicate freely; c) communicate only at the initiative of employees.
Attitude towards criticism: a) take into account; b) do not react at all; c) do not allow comments.
Maintaining discipline: a) rely on self-discipline; b) do not put pressure on the team; c) demand complete obedience.
If you have difficulty making decisions: a) seek advice; b) shift the decision to subordinates; c) alone decide.
Leading the team: a) use the request; b) you cannot order; c) give orders and expect unquestioning execution.
Self-assessment as a leader: a) demanding, but fair; b) undemanding; c) strict, picky.

Where: a) - democratic style; b) - liberal; c) directive.

Count the number of ticks corresponding to each answer option. Pure leadership styles are rare. More often there are mixed, with a tendency to democratic. For example, if the test result is: a) - 6; b) -3; c) - 1, then your style is democratic-liberal.

The German psychologist Michael Eichberger developed the types of leaders that determine the style of management. The theory divides leaders by gender, attitude to business and the team:

1. Iron lady.

2. Despot.

An authoritarian leader who hides his complexes behind a mask of rigidity and intransigence. Can publicly reprimand for a minor misconduct. In dealing with him, it is not recommended to show emotions, responding to comments.

3. Patriarch.

He makes decisions on his own, without consulting anyone. Despite the authoritarian management style, he is respected by the team for his professionalism and concern for people.

4. Older sister.

Likes meetings, discussions and teamwork. Selects a strong team, provides patronage to subordinates. Welcomes innovative ideas and suggestions. sticking to democratic style leadership, does not accept shifting responsibility from one employee to another.

5. Single wrestler.

The liberal manager is reluctant to bring information to working group. He does not like to be disturbed by trifles. He prefers to solve current affairs through the secretary.

A. Zhuravlev's test, consisting of 27 characteristics of a leader, each of which contains 5 options, helps to determine the prevailing leadership style. The technique is used for self-diagnosis and peer review. The second option involves passing the test by an equal number (1-5 people) of the lower, higher and equal levels of managers. After receiving the results, the answers are compared.

Efficient production, high performance determines the flexibility of a leader who adapts to changing conditions, who is able to choose a management style of leadership depending on the tasks set, and the professional training of the team.

Purpose of the test

The specificity of this technique lies in the fact that it allows you to determine leadership styles not in an expert way, but with the help of self-assessment. Its second difference is that it allows you to identify not only the leading leadership style, but also the degree of expression of each of the three classic styles guides.

Test

1. In working with people, I prefer that they unquestioningly carry out my orders.
2. I am easily carried away by new tasks, but I quickly lose interest in them.
3. People often envy my patience and endurance.
4. In difficult situations, I always think about others, and then about myself.
5. My parents rarely forced me to do things I didn't want to.
6. It annoys me when someone takes too much initiative.
7. I work very hard because I cannot rely on my assistants.
8. When I feel that I am not understood, I give up the intention to prove something.
9. I can objectively evaluate my subordinates, highlighting among them strong, average and weak.
10. I often have to consult with my assistants before giving the appropriate order.
11. I rarely insist on my own, so as not to irritate people.
12. I am sure that my assessments of the successes and failures of subordinates are accurate and fair.
13. I always demand from subordinates strict observance of my orders and orders.
14. It is easier for me to work alone than to lead someone.
15. Many consider me a sensitive and responsive leader.
16. It seems to me that nothing can be hidden from the team - neither good nor bad.
17. If I meet resistance, I lose interest in working with people.
18. I ignore collective leadership in order to ensure the effectiveness of one-man command.
19. In order not to undermine my authority, I will never admit my mistakes.
20. I often do not have enough time to work effectively.
21. I try to find a response to the rudeness of a subordinate that does not cause conflict.
22. I do everything so that subordinates willingly carry out my orders.
23. I have very close contacts and friendly relations with my subordinates.
24. I always strive to be the first in all endeavors at any cost.
25. I try to develop a universal management style suitable for most situations.
26. It is easier for me to adapt to the opinion of the majority of the team than to oppose it.
27. It seems to me that subordinates should be praised for every, even the most insignificant achievement.
28. I cannot criticize a subordinate in front of other people.
29. I have to ask more often than demand.
30. I often lose control of my feelings from excitement, especially when I get bored.
31. If I had the opportunity to be among my subordinates more often, then the effectiveness of my leadership would increase significantly.
32. I sometimes show calmness and indifference to the interests and hobbies of subordinates.
33. I give more competent subordinates more independence in solving complex problems, especially without controlling them.
34. I like to analyze and discuss with subordinates their problems.
35. My assistants cope not only with their own, but also with my functional duties.
36. It is easier for me to avoid conflict with higher management than with subordinates who always depend on me.
37. I always achieve the fulfillment of my orders in spite of the circumstances.
38. The most difficult thing for me is to interfere in the course of people's work, to demand additional efforts from them.
39. To better understand my subordinates, I try to imagine myself in their place.
40. I think that the management of people should be flexible: subordinates should not demonstrate either iron inflexibility or familiarity.
41. I am more concerned about my own problems than the interests of subordinates.
42. I often have to deal with current affairs and experience great emotional and intellectual stress from this.
43. Parents forced me to obey even when I considered it unreasonable.
44. I imagine working with people as a painful task.
45. I try to develop mutual assistance and cooperation in the team.
46. I am grateful for the suggestions and advice of subordinates.
47. The main thing in leadership is to distribute responsibilities.
48. Efficiency of management is achieved when subordinates exist only as executors of the will of the manager.
49. Subordinates are irresponsible people, and therefore they need to be constantly monitored.
50. It is best to give complete independence to the team and not interfere in anything.
51. For better leadership, it is necessary to encourage the most capable subordinates and strictly punish the negligent.
52. I always admit my mistakes and choose a better solution.
53. I often have to explain failures in managing objective circumstances.
54. Violator of discipline severely punished.
55. In criticizing the shortcomings of subordinates, I am merciless.
56. Sometimes it seems to me that I am an extra person in the team.
57. Before reproaching a subordinate, I try to praise him.
58. I interact well with the team and take into account their opinion.
59. I am often reproached for being too soft on subordinates.
60. If my subordinates did as I demand, I would achieve much more.

Processing and interpretation of test results

Key to the test

Management style Statement response numbers

Authoritarian 1, 6, 7, 12, 13, 18, 19, 24, 25, 30, 31, 36, 37, 42, 43, 48, 49, 54, 55, 60
Liberal 2, 5, 8, 11, 14, 17, 20, 23, 26, 29, 32, 35, 38, 41, 44, 47, 50, 53, 56, 59
Democratic 3, 4, 9, 10, 15, 16, 21, 22, 27, 28, 33, 34, 39, 40, 45, 46, 51, 52, 57, 58

Processing and interpretation of test results

By counting the numbers of the corresponding statements and entering the "key" table, one can determine the degree of manifestation of an authoritarian, liberal or democratic style of management.

Depending on the amount of responses received, the degree of style expression will be different: minimal (0 - 7), medium (8 - 13), high (14 - 20). If the scores are minimal for all three indicators, the style is considered unstable, indefinite. An experienced leader has a combination of management styles. In our opinion, a combination of authoritarian and democratic management styles is more preferable, when the manager uses flexible methods of working with people and daily approves an effective management style.

For a more complete description of the individual management style and its subsequent improvement, one can be guided by the data presented in the table.

Characteristics of individual management style

Sum of affirmative answers Degree of expressiveness of management style
Authoritarian
0 - 7 Minimal: manifested in a weak desire to be a leader, unstable managerial skills, self-confidence, stubbornness, the desire to complete the work begun, to criticize lagging behind and incapable subordinates.
8 - 13 Medium: reflects good leadership qualities, the ability to manage the actions of subordinates, exactingness and perseverance, the desire to influence the team by force of order and coercion, purposefulness and selfishness, a superficial attitude to the requests of subordinates, unwillingness to listen to the suggestions of deputies.
14 - 20 High: reveals pronounced leadership qualities and the desire for sole power, inflexibility and decisiveness in judgments, energy and rigidity in demands, inability to take into account the initiative of subordinates and provide them with independence, excessively harsh criticism and bias in assessments, ambition and low compatibility with deputies, abuse punishment, disregard for public opinion.

Liberal
0 - 7 Minimal: unstable desire to work with people, inability to set tasks for subordinates and solve them together, uncertainty and vagueness in the distribution of responsibilities, impulsiveness in criticizing the shortcomings of subordinates, weak demands and responsibility.
8 - 13 Medium: the desire to shift their duties to deputies, passivity in managing people, undemanding and gullibility, fear of having to make decisions on their own, excessive softness towards violators of discipline, a tendency to persuasion.
14 - 20 High: complete indifference to the interests of the team, unwillingness to take responsibility and make difficult decisions, undemanding and self-withdrawal from management, increased suggestibility and weakness of will, unscrupulousness and inability to defend one’s point of view, lack of activity goals and specific plans, connivance, flirting, familiarity.

Democratic
0 - 7 Minimal: a weak desire to be closer to subordinates, to cooperate and listen to the advice of assistants, attempts to direct the activities of the team through deputies and assets, some uncertainty about their managerial qualities.
8 - 13 Medium: a steady desire to live in the interests of the team, take care of the staff, trust the deputies and encourage their initiative, use persuasion and coercion, listen to the opinions of the staff.
14 - 20 High: the ability to coordinate and direct the activities of the team, to provide independence to the most capable subordinates, to develop initiative and new methods of work in every possible way, to convince and provide moral support, to be fair and tactful in a dispute, to study the individual qualities of a person and the socio-psychological processes of the team, to develop openness and criticism, prevent conflicts and create a friendly atmosphere.

Sources

Determination of the manager's management style using self-assessment / Fetiskin N.P., Kozlov V.V., Manuilov G.M. Socio-psychological diagnostics of personality development and small groups. - M., Publishing House of the Institute of Psychotherapy. 2002. C.323-326

To take the test, you will need a piece of paper and a pen.

Purpose of the test:

Test material:

Interpretation:

By counting the numbers of the corresponding statements and entering the “key” table, one can determine the degree of expression authoritarian, liberal or democratic management style.

Depending on the amount of answers received, the degree of style expression will be different: minimal (0 – 7), average (8 – 13), high(14 - 20). If the scores are minimal for all three indicators, the style is considered unstable, indefinite. An experienced leader has a combination of management styles. In our opinion, a combination of authoritarian and democratic management styles is more preferable, when the manager uses flexible methods of working with people and daily approves an effective management style.

For a more complete description of the individual management style and its subsequent improvement, one can be guided by the data presented in the table.

Characteristics of individual management style:

Amount of affirmative answers	The degree of expression of the management style
Authoritarian
0 – 7	Minimum: manifested in a weak desire to be a leader, unstable managerial skills, self-confidence, stubbornness, the desire to complete the work begun, to criticize lagging behind and incapable subordinates.
8 – 13	Medium: reflects good leadership qualities, the ability to manage the actions of subordinates, exactingness and perseverance, the desire to influence the team by force of order and coercion, purposefulness and selfishness, a superficial attitude to the requests of subordinates, unwillingness to listen to the suggestions of deputies.
14 – 20	high: reveals pronounced leadership qualities and the desire for sole power, inflexibility and decisiveness in judgments, energy and rigidity in demands, inability to take into account the initiative of subordinates and provide them with independence, excessively harsh criticism and bias in assessments, ambition and low compatibility with deputies, abuse of punishments disregard for public opinion.
Liberal
0 – 7	Minimum: unstable desire to work with people, inability to set tasks for subordinates and solve them together, uncertainty and vagueness in the distribution of responsibilities, impulsiveness in criticizing the shortcomings of subordinates, weak demands and responsibility.
8 – 13	Medium: the desire to shift their duties to deputies, passivity in managing people, undemanding and gullible, fear of having to make decisions on their own, excessive softness towards violators of discipline, a tendency to persuasion.
14 – 20	high: complete indifference to the interests of the team, unwillingness to take responsibility and make difficult decisions, undemanding and self-removal from management, increased suggestibility and weakness of will, unscrupulousness and inability to defend one's point of view, lack of activity goals and specific plans, connivance, flirting, familiarity.
Democratic
0 – 7	Minimum: a weak desire to be closer to subordinates, to cooperate and listen to the advice of assistants, attempts to direct the activities of the team through deputies and assets, some uncertainty about their managerial qualities.
8 – 13	Medium: a steady desire to live in the interests of the team, take care of the staff, trust the deputies and encourage their initiative, use persuasion and coercion, listen to the opinions of the staff.
14 – 20	high: the ability to coordinate and direct the activities of the team, to provide independence to the most capable subordinates, to develop initiative and new methods of work in every possible way, to convince and provide moral support, to be fair and tactful in a dispute, to study the individual qualities of a person and the socio-psychological processes of the team, to develop publicity and criticism , prevent conflicts and create a friendly atmosphere.

You are a little directive, that is, you prefer an authoritarian style of management. Well, this is not bad, but it does not always bring the desired results, since not every employee is able to withstand the conditions that this style dictates, which means that you can lose a lot of valuable personnel that would have remained if their opinion had been listened to and gave a little more freedom of action. You do not tolerate objections, there is only one correct opinion - yours, and even if it is obvious that you are wrong, you will never admit it. If you change the way you communicate with your subordinates even a little, then at least you will begin to enjoy your work, and at the most, you will move your company forward in a very short time. Try to read the article, perhaps it will help you look at your principles from the outside, and convince you to use other methods at least occasionally.

You are a fairly effective leader, able to correctly prioritize, solve issues as they come up, without postponing for later, plan activities and not give in to difficulties. You can safely be called a loyal boss who listens to the opinion of his subordinates and appreciates their work. Thanks to this, you get enough recognition and respect. The only thing is that the world does not stand still, and it is important to keep track of innovations in time to be always ahead of competitors and, in general, on the wave of success. There is no need to cling to old methods of work, if they worked before, this does not mean that they will always be effective. Try to implement in your activity modern approaches, let employees bring in a little creativity and creativity, then perhaps you will achieve your goals faster. And the article will help you with this.

You can be called a liberal leader, which, in principle, is very effective among creative individuals, but sometimes this style turns out to be a losing one, since excessive freedom of action leads to uncontrolled chaos, employees stop obeying and allow themselves too much, up to the absence work activities. If this situation has arisen for you, then look at the article. If there are no problems, then you have chosen the right path, which ensures not only the success of your company, but also helps to create a comfortable, favorable atmosphere, both for personal and professional growth. Keep up the good work, but stay vigilant, changing your methods of work in time in case of a process failure.

9. Methods for studying leadership styles

Methodology "Self-assessment of management style"

The methodology given in the book by A. V. Agrashenkov "Psychology for Every Day" (M., 1997), is somewhat modified by me in order to reduce the number of questionnaire items (instead of 60, 33 are left) and to exclude those that are very remotely related to the diagnosed styles .

Instruction. For each item of the questionnaire, answer, without thinking for a long time, “yes” or “no”, depending on whether you agree or disagree with the statement made in it, and make a corresponding note in the answer sheet.

Questionnaire text:

1. In working with people, I prefer that they unquestioningly carry out my orders.

2. In difficult situations, when making a decision, I always think about others, and then about myself.

3. It annoys me when someone takes too much initiative.

4. As a rule, I do not rely on my assistants.

5. I can objectively evaluate my subordinates, distinguishing among them the strong and the weak.

6. I often consult with my assistants before giving a responsible order.

7. I rarely insist on my own, so as not to irritate subordinates.

8. I always demand from my subordinates the strict observance of my orders.

9. It is easier for me to work alone than to lead someone.

10. I ignore collective leadership in order to ensure the effectiveness of one-man command.

12. I try to react to the rudeness of a subordinate in such a way as not to cause a conflict.

13. I do everything so that subordinates willingly carry out my orders.

14. I always strive to be the first in all undertakings of the team.

15. It is easier for me to adapt to the opinion of the majority of the team than to oppose it.

16. I have to ask more often than demand.

17. I provide good specialists great freedom in solving complex problems, I don’t have much control over them.

18. I like to discuss and analyze team problems with subordinates.

19. My assistants cope not only with their own, but also with my duties.

20. It is easier for me to avoid conflict with higher management than with subordinates, who can always be put in their place.

21. I always achieve the fulfillment of my orders, even in spite of the circumstances.

22. To better understand my subordinates, I try to imagine myself in their place.

23. The most difficult thing for me is to interfere in the course of people's work, to demand additional efforts from them.

24. I am more concerned about my own problems than the problems of subordinates.

25. I think that the management of people should be flexible: neither iron inflexibility nor familiarity can be used.

26. I imagine leading people as a painful occupation.

27. I try to develop cooperation and mutual assistance in the team.

28. I am grateful for the advice and suggestions of subordinates.

29. Sometimes it seems to me that I am an extra person in the team.

30. Efficiency of management is achieved when subordinates are only executors of the decisions of the boss.

31. It is best to give the team complete independence and not interfere in anything.

32. I am often reproached for being too soft on subordinates.

33. The main thing in leadership is to skillfully distribute your duties among assistants.

Processing of results and conclusions. For each affirmative answer, 1 point is awarded.

The key to decrypt the data. About manifestation authoritarian style guides indicate affirmative answers for items: 1, 3, 4, 8, 10, 11, 14, 15, 21, 22, 30.

The manifestation of a democratic style of leadership is evidenced by affirmative answers on points 2, 5, 6, 12, 13, 18, 19, 24, 25, 27, 28.

The manifestation of a liberal (permissive) style of leadership is evidenced by affirmative answers on points 7, 9, 16, 17, 20, 23, 26, 29, 31, 32, 33.

The sum of points scored on each scale (for each style) is calculated and the degree of expression of each style is determined:

- 0-3 points - weak,

- 4-7 points - average,

- 8-11 points - high.

If the scores are low on all scales, then the style is not formed, if it is high, we can talk about a mixed style of management. The predominance of marks on one of the scales by 3 points or more indicates a greater manifestation of the style characterized by this scale.

Methodology "Management Style" (A. L. Zhuravlev)

The methodology is aimed at assessing the prevailing leadership style: directive (authoritarian); collegial (democratic); liberal.

Instruction. You will be offered 27 characteristics of your manager's activity and 5 variants of its manifestation are indicated for each of them. Please select one or more of the 5 options that match his guide and check them off. Please be sincere.

1. Distribution of powers between managers and subordinates:

a) centralizes management, requires that all details be reported to him;

b) passive in the performance of managerial functions;

c) clearly distributes functions among themselves, their deputies and subordinates;

d) expects instructions from above or even demands them;

e) centralizes leadership only in difficult situations.

2. Actions of the leader in critical (tense) situations:

a) moves to more stringent management methods;

b) does not change the methods of leadership;

c) can not do without the help of senior managers;

d) begins to interact more closely with subordinates;

d) does not perform his duties well.

3. Contacts of the head with subordinates:

a) not sociable enough, talks little with people;

b) regularly communicates with subordinates, talks about the state of affairs in the team, about the difficulties to be overcome;

c) knows how to communicate, but specifically limits communication with subordinates, keeps a distance from them;

d) tries to communicate with subordinates, but at the same time experiences difficulties in communication;

e) communicates mainly with the asset of the team.

4. The productivity of the team in the absence of a leader:

a) performers work worse;

b) the team does not reduce productivity;

c) performers constantly work not at full strength;

d) work productivity increases;

e) the team works with varying degrees of success.

5. The attitude of the head to the advice and objections from the performers:

a) he turns to his subordinates for advice;

b) does not allow those who are led to advise him, let alone object;

c) subordinates not only advise, but can give instructions to their leader;

d) the leader consults even when circumstances do not particularly require it;

e) if the performers know how best to do the job, they tell their supervisor about it.

6. Monitoring the activities of subordinates:

a) controls from case to case;

b) always very strictly controls the work of individual performers and the team as a whole;

c) controlling the work, always notices positive results, praises the performers;

d) controlling, always looking for shortcomings in the work;

e) often interferes with the work of performers.

7. The ratio of solutions to production and socio-psychological problems in the process of managing a team:

a) he is only interested in the implementation of the plan, and not the relationship of people to each other;

b) solving production tasks, tries to create good relations between people in the team;

c) is not interested in work, approaches the matter formally;

d) pays more attention to establishing relationships in the team, rather than fulfilling production tasks;

e) when necessary, protects the interests of his subordinates.

8. The nature of the leader's orders:

a) orders in such a way that you want to carry out;

b) the leader does not know how to order;

c) the request of the head does not differ from the order;

d) orders are accepted, but not carried out well enough and quickly;

e) his orders cause discontent among those led by him.

9. The attitude of the leader to criticism from subordinates:

a) usually not offended, listens to her;

b) listens, even promises to take action, but does nothing;

c) does not like being criticized and does not try to hide it;

d) accepts criticism only from superiors;

d) does not respond.

10. Behavior of the leader with a lack of knowledge:

a) he solves even those issues with which he is not very familiar;

b) if he does not know something, he is not afraid to show it and turns to others for help;

c) does not seek to replenish their knowledge;

d) when he does not know something, he hides it and tries to make up for the lack of knowledge on his own;

e) if he does not know how to solve the problem or do the work, then he entrusts it to his subordinates.

11. Distribution of responsibility between the leader and subordinates:

a) one gets the impression that he is afraid to be responsible for his actions, wants to reduce his responsibility;

b) distributes responsibility between himself and his subordinates;

c) all responsibility lays only on himself;

d) often emphasizes the responsibility of higher managers, tries to shift his responsibility to them;

e) it happens that the leader, being responsible for some business, tries to shift it to his deputies or lower managers.

12. The attitude of the head to his deputies or assistants:

a) tries to ensure that his deputies are qualified specialists;

b) he achieves the unfailing obedience of deputies and assistants;

c) the head does not care who works for him as a deputy (assistant);

d) cautious in relation to deputies, because he is afraid for his position;

e) does not want to have a very qualified specialist nearby.

13. Emotional satisfaction of the performer in the absence of the leader:

a) performers are happy when there is no leader, they feel some relief;

b) it is interesting to work with the leader, so they expect him to return;

c) the absence of the leader is not noticed by the performers;

d) at first, the performers are satisfied that the leader is absent, and then they get bored;

e) at first, the absence of a leader is felt by the performers, and then quickly forgotten.

14. The prevailing methods of influencing subordinates:

a) to perform some work, he often has to persuade his subordinates;

b) always orders something, orders, instructs, but never asks;

c) often refers to subordinates with instructions, requests, advice;

d) often makes remarks and reprimands under the guidance;

e) his remarks are always fair.

15. The nature of the manager's treatment of subordinates:

a) always addresses subordinates politely and kindly;

b) in relation to subordinates is tactless and even rude;

c) often shows indifference when addressing subordinates;

d) it seems that the courtesy of the leader is insincere;

e) the nature of his treatment of subordinates often changes.

16. Participation of team members in management:

a) the leader involves members of the team in management;

b) often the leader shifts his functions to others;

c) managerial functions are not fixed stably, their distribution may change;

d) it happens that management functions are actually taken over by other members of the team, and not by the leader;

e) management functions are performed only by the head.

17. Maintaining labor discipline by the manager:

a) strives for formal discipline and ideal submission;

b) cannot influence discipline;

c) is able to maintain discipline and order;

d) discipline looks good, as subordinates are afraid of the leader;

e) insufficiently suppresses violations of discipline.

18. The nature of communication between the leader and the performers:

a) communicates with subordinates only on business matters;

b) talking with subordinates about the case, the leader asks about the personal, about the family;

c) often communicates on personal issues, not touching the case;

d) the initiative of communication comes from the performers, the leader rarely speaks himself;

e) it is often difficult to understand the leader in communication with him.

19. The nature of the decision to lead the team:

a) the head alone makes decisions or cancels them;

b) rarely takes on a complex task, but rather avoids it;

c) tries to solve together with subordinates, single-handedly solves only the most urgent and operational issues;

d) solves only those issues that arise themselves, does not try to foresee their solution in advance;

e) is taken to solve mostly minor issues.

20. Relationships between people in a team:

a) mutual assistance and mutual trust are not sufficiently developed in the team;

b) tries to keep subordinates in a good mood at work;

c) there is an increased turnover of staff in the team, people often leave the team and do not regret it;

d) people treat each other sensitively, in a friendly way;

e) in the presence of the leader, the performers constantly have to work in tension.

21. Granting independence to subordinates:

a) encourages subordinates to work independently;

b) sometimes the leader imposes his opinion, but says that this is the opinion of the majority;

c) performers work more on the instructions of the head than on their own;

d) performers are left to their own devices;

e) provides subordinates with independence only from time to time.

22. The attitude of the leader to the advice of others:

a) regularly consults with performers, especially with experienced workers;

b) consults with subordinates only in a difficult situation;

c) usually consults with deputies and lower-level managers, but not with ordinary performers;

d) listens with pleasure to the opinion of colleagues;

e) consults only with higher managers.

23. The ratio of the initiative of the leader and subordinates:

a) the initiative of subordinates is not accepted by the head;

b) believes that it is better to do less (then they will ask less);

c) the leader supports the initiative of subordinates;

d) the leader cannot act on his own, but waits to be “pushed”;

e) neither the leader nor the subordinates show initiative.

24. The nature of the exactingness of the leader:

a) his favorite slogan: "Come on, come on!";

b) he is demanding, but at the same time fair;

c) it can be said about him that he is too strict and even picky;

d) perhaps he is not a very demanding person;

e) the leader is demanding of himself and others.

25. Attitude of the head to innovations:

a) he is probably conservative, because he is afraid of the new;

b) willingly supports expedient innovations;

c) supporting innovations in the sphere of production, with great difficulty changes the nature of communication with people;

d) he is better at innovations in the non-productive sphere (at home, on vacation, in interpersonal relationships);

e) innovations pass by the leader.

26. Involvement of team members in decision making:

a) in his work he widely relies on public organizations;

b) many issues are resolved by the team at the general meeting;

c) some important matters are actually solved without the participation of the head, his functions are performed by others;

d) the leader himself decides most of the issues for the team;

e) the leader promotes the introduction of various forms of self-government in the team: This text is an introductory piece.

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