Management style - a set of management techniques, using which the leader focuses on his own knowledge, interests, goals.
This style is most in demand during the formation period, that is, at the initial stage of the formation of an organization, its workforce, when employees do not have the skills to see goals and ways to achieve them. The negative qualities of the authoritarian style include the fact that it helps to reduce the creative initiative of subordinates, worsens the socio-psychological climate, and leads to staff turnover.
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See what "Authoritarian Management Style" is in other dictionaries:
Authoritarian management style- It is a projection on the management of one of the 3 styles of leadership (see also Democratic management style, Permissive management style), identified in the course of research conducted by R. Lippitt and R. White under the leadership of K. ... ...
The way managers treat their subordinates in the process of performing official duties. According to K. Levin, there are three types of leadership styles: democratic (collegiate); directive (authoritarian, one-man); accommodating... ... Glossary of business terms
VET management style- According to the definition generally recognized in the domestic psychology of management, the style of management (leadership) is an individually typological profile of the techniques and methods of influence of the leader on subordinates in the process of implementing managerial ... Encyclopedia of Modern Legal Psychology
MANAGEMENT STYLE- - a stable set of personal and socio-psychological characteristics of the leader, through which certain methods of influencing the group (team) are implemented. In the practice and theory of managerial activity, leadership styles ... ...
MANAGEMENT STYLE, AUTHORITARY- the style of direct orders, orders, which does not allow any objections from subordinates. This style is based on unquestioning obedience to the leader and is effective in tense situations that require quick and decisive action ...
LEADERSHIP STYLE, MANAGEMENT STYLE- the way managers treat their subordinates, the nature of relations with subordinates in the process of performing official duties. It is customary to distinguish between authoritarian (autocratic), democratic, liberal style ... Professional education. Dictionary
MANAGEMENT STYLE- generalized types of behavior of the leader in relations with subordinates in the process of achieving the goals. You can classify S.u.: 1) an authoritarian or autocratic leader imposes his will on his subordinates by coercion, ... ... Big Economic Dictionary
Democratic management style- One of the three leadership styles identified by K. Levin and his students as an opposition to the authoritarian management style (see Authoritarian management style). It is characterized by: the desire to take into account the point of view of group members, their involvement in the development ... ... Encyclopedia of Modern Legal Psychology
leadership style (leadership style)- (from the Greek. stylos letters. The core for writing and the English leader leader, leader) a system of methods of influencing the followers (subordinates) typical of a leader (leader). K. Levin singled out three S. l .: authoritarian (tough methods of management, ... ... Great Psychological Encyclopedia
LEADERSHIP STYLE- (STYLE OF LEADERSHIP) (from the Greek stylos letters, the core for writing and the English leader leader, leader) a system of methods of influencing followers (subordinates) typical for a leader (manager). There are three S. l .: authoritarian (hard methods ... ... Encyclopedic Dictionary of Psychology and Pedagogy
Leadership style- a method, a system of methods for influencing a leader on subordinates. One of the most important factors in the effective operation of the organization, the full realization of the potential of people and the team. Most researchers distinguish the following leadership styles:
Democratic style (collegiate);
Liberal style (permissive or anarchist).
Authoritarian management style characterized by a high centralization of leadership, the dominance of one-man management. The leader demands that all cases be reported to him, single-handedly makes decisions or cancels them. He does not listen to the opinion of the team, he decides everything for the team himself. The prevailing methods of management are orders, punishments, remarks, reprimands, deprivation of various benefits. Control is very strict, detailed, depriving subordinates of initiative. The interests of the cause are placed much higher than the interests of people; harshness and rudeness prevail in communication. The authoritarian leadership style has a negative impact on the moral and psychological climate, leads to a significant decrease in initiative, self-control and responsibility of employees.
Subordinates are recipients of orders. According to "theory x and xy:
the average person is lazy and, as far as possible, shirks from work;
workers are unambitious, afraid of responsibility and want to be led;
pressure on subordinates and sanctions against them are necessary to achieve the goals of the enterprise;
strict management of subordinates and private control over them are inevitable.
Theory "X"
1. The average person has an inborn aversion to work and will seek to avoid it if possible.
2. Therefore, the majority of people must be forced to work, controlled and led under the threat of punishment, so that they can make their best contribution to the goal.
3. The worker tends to be led, he avoids responsibility, he has little ambition, he wants to be protected in everything.
Theory "Y"
1. A person does not have an innate dislike for work. Work is natural, as is rest.
2. If a person identifies himself with goals, then he cultivates self-discipline and self-control. External control and the threat of punishment are unsuitable means.
3. Duty to goal setting is a reward function.
4. Under appropriate circumstances, a person not only learns to accept responsibility, but also strives for it.
5. Resourcefulness and creativity are widespread among the working people.
6. Spiritual potential is barely activated in industrial life 1 . Theory "X" and theory "Y" allow us to imagine two opposite types of a person. McGregor believed that every leader bases his leadership style on the adoption of one of these theories. At the same time, "X" is typical for autocrats, and "Y" for democrats.
The MacGregor model itself is not a pure theory of management styles, but it was she who made it possible to more fully and accurately understand the classifications that existed at that time and analyze them.
In this style of management, the motivation of subordinates is often limited because the leader separates socially, transfers, as a rule, less interesting work to subordinates and maintains in them the fear of threatening sanctions. Subordinates become indifferent to the leader, as well as to the enterprise. They get information because of the information barriers set by the head in unofficial ways.
The disadvantages of the authoritarian style lie in the weak motivation for the independence and development of subordinates, as well as the danger of erroneous decisions through excessive demands from managers regarding the quantity and (or) quality of work.
A correctly defined and successfully applied management style allows the most successful use of the potential of all employees of the enterprise. With the help of an established management style, job satisfaction and employee productivity are achieved.
Management style is the way in which a leader manages subordinate employees, as well as a pattern of behavior of a leader that is independent of a specific management situation. Through an established management style, job satisfaction can be achieved and employee productivity is encouraged. At the same time, there is no optimal management style, and it is possible to speak about the advantage of one or another management style only for a certain management situation.
There are the following management styles:
Task Oriented, which must be completed, while, according to Bisani, the leader:
condemns insufficient work;
encourages slow-working employees to put in more effort;
emphasizes the volume of work;
guides with an iron hand;
draws attention to the fact that its employees work with full dedication;
encourages employees through pressure and manipulation to even greater efforts;
requires more performance from low-performing employees.
Research by Halpin-Wiener and Peltz shows that such leaders:
are often more positively characterized by their superiors than personality-oriented leaders;
are positively evaluated by their employees if managers have influence "at the top".
Learner-Centered in which the focus is on employees with their needs and expectations. According to Bisany, Head:
pays attention to the health of employees; takes care of good relations with his subordinates; treats his subordinates as equals;
supports its employees in what they do or should do;
stands up for his employees.
A leader who manages on the basis of personality cannot, however, immediately count on the full satisfaction of his employees. For this, the influence and respect of the leader "at the top" are important, on the basis of which he is able to protect the interests of employees.
Management style has three problems:
1. The results to be achieved with a management style have several components that cannot be put together.
2. Absolute management style is seen as a way to increase productivity.
3. The management situation is regarded as unchanged, while over time it can change and the manager must accordingly change his attitude towards individual employees.
Control styles can be single or multidimensional. The management style is one-dimensional if one evaluation criterion is considered. One-dimensional are authoritarian, corporate and other styles of management, and the first and second styles are diametrically opposed to each other.
Authoritarian management style. With this style of management, all production activities are organized by the head without the participation of subordinates. This style of management can be applied in solving current problems and involves about a greater distance in education between the leader and the subordinate, as well as the material motivation of employees.
Supervisor by virtue of his legitimate authority governs his subordinates and expects obedience from them. He makes decisions without justifying them to subordinates, while proceeding from the fact that, unlike his subordinates, he has about greater understanding and knowledge of the matter, which, of course, should not be. The decisions of the head have the character of orders that must be unconditionally carried out by subordinates, otherwise they may expect sanctions in relation to themselves;
The leader keeps a distance in relations with subordinates, informs them of the facts that they must know in order to fulfill their tasks. He controls whether his orders are followed and to what extent. Signs that emphasize the position of a person in the eyes of the people around him (for example, a car) support the reputation of a leader with power.
high awareness;
high self-control;
foresight;
good decision making ability;
penetration ability.
subordinates- addressees of orders. According to "theory x and xy:
the average person is lazy and, as far as possible, shirks from work;
workers are unambitious, afraid of responsibility and want to be led;
pressure on subordinates and sanctions against them are necessary to achieve the goals of the enterprise;
strict management of subordinates and private control over them are inevitable.
In this style of management, the motivation of subordinates is often limited because the leader separates socially, transfers, as a rule, less interesting work to subordinates and maintains in them the fear of threatening sanctions. Subordinates become indifferent to the leader, as well as to the enterprise. They get information because of the information barriers set by the head in unofficial ways.
recognition of the head by the sole authority;
recognition and implementation of orders of the head;
lack of desire to possess the right to control.
The disadvantages of the authoritarian style lie in the weak motivation for the independence and development of subordinates, as well as the danger of erroneous decisions through excessive demands from managers regarding the quantity and (or) quality of work.
Corporate management style. With a corporate style of management, production activities are organized in the interaction of a manager and a subordinate. This management style can be used when the creative content of the work prevails and assumes an approximately equal level of education of the manager and subordinates, as well as non-material incentives for the employee.
Typical signs of a corporate management style:
Supervisor manages subordinates, including them in the decision-making process for which he is responsible. He expects concrete help from his subordinates, makes decisions taking into account their suggestions and objections. He delegates his powers as far as possible, and orders only when necessary. At the same time, he recognizes the abilities of subordinates and realizes that he cannot know everything and foresee everything. Only the result of the work is controlled, self-control is allowed.
The manager not only informs in detail about the actual state of affairs, which must be known to complete the tasks, but also provides other information about the enterprise. Information serves as a means of control. The leader does not need signs that emphasize his position in the eyes of the people around him.
Requirements for a corporate managing director, according to Shtopp:
openness;
trust in employees;
waiver of individual privileges;
ability and willingness to delegate authority;
official supervision;
results control.
subordinates are seen as partners capable of doing the "day-to-day work" relatively independently. When evaluating subordinates with this leadership style, they most often proceed from the "theory at theories hu, according to which:
the unwillingness to work is not inborn in nature, but the result of poor working conditions, which reduce the natural desire to work;
employees take into account the target settings, have self-discipline and self-control;
the goals of the enterprise are achieved in the shortest way through monetary incentives and the provision of opportunities for individual development;
with a favorable experience, employees are not afraid of responsibility.
The active position of subordinates increases their motivation, which leads to improved work results.
Requirements for corporately managed subordinates, according to Shtopp:
desire and ability to bear personal responsibility;
self-control;
use of control rights.
The advantage of corporate style is the adoption of appropriate decisions, high motivation of employees and unloading of the manager. In addition, the development of employees is supported. Disadvantage - corporate management style can slow down decision making.
Managing the method of delegation of authority. Such management is a technique in which competences and responsibility for actions are transferred, as far as possible, to employees who make and implement decisions. Delegation can be directed to any field of activity of the enterprise. However, one should refuse to delegate typically managerial functions of leadership, as well as tasks with far-reaching consequences. When delegating authority, the burden is removed from the manager, the employees' own initiative is supported, their labor motivation and readiness to bear responsibility are strengthened. In addition, employees must be given the confidence to make decisions on their own responsibility.
In order to successfully apply delegation management, you must:
delegation of tasks to employees;
delegation of competencies to employees;
delegation of responsibility for actions to employees;
exclusion of the possibility of recalling delegated powers or transferring them from one employee to another;
establishing the procedure for regulating exceptional cases;
exclusion of the possibility of intervention by the manager with the correct actions of the employee;
obligatory intervention of the head in case of an error and obtaining results, settled in a special manner;
acceptance by the manager of responsibility for leadership;
creation of an appropriate information system.
The transferred tasks should correspond to the abilities of the employees, be predominantly homogeneous, complete in form. Delegated competences and responsibility for actions should correspond to each other in scope.
Advantages delegate method control:
leader unloading;
the ability to quickly make informed decisions; employees are transferred competences and responsibility for action;
promoting the development of one's own initiative, labor motivation among employees.
Disadvantages of managing the delegation method:
the leader delegates as few interesting tasks as possible;
hierarchical relationships can be asserted;
strong focus on tasks, not on employees;
establishment of hierarchical relations "horizontally".
Why do managers not delegate enough authority?
1. Fear that subordinates are not competent enough to carry out orders (make mistakes).
2. Distrust in relation to the competence of subordinates.
3. Fear that subordinates acquire high competence too quickly.
4. Fear of losing one's value and its attendant benefits.
5. Fear of losing one's own authority or status.
6. Fear that the manager himself will lose control over this issue.
7. Fear of risk.
8. Unwillingness to give away work that the manager himself is good at.
9. Inability to advise subordinates and manage them.
10. Lack of time to advise and manage subordinates.
Why are subordinates not ready to take responsibility?
1. Lack of self-confidence.
2. Lack of information.
3. Fear of possible criticism.
4. Insufficient positive response to successfully completed assignments.
5. Insufficient employee motivation.
6. Negative workplace atmosphere.
How to delegate?
1. Carefully select the tasks to be delegated.
2. Carefully choose the person to whom to delegate.
3. Delegate predominantly "final results" instead of the exact methods of completing the task.
4. Be prepared for the fact that mistakes will be made and that they need to be forgiven.
5. Give enough authority to complete the task to the end.
6. Inform others what is delegated and to whom.
7. Delegate gradually and complicate delegated tasks.
The application of a particular style, as well as its results, depend on many factors. This is, first of all, complete mastery of one of the leadership styles, the predisposition of the team to the perception of the style of management and leadership sometimes imposed on it from above. When mastering the science of management, it is very important to avoid mistakes. An analysis of the activities of managers at different levels and various enterprises allowed specialists to identify the most common mistakes made by managers. The ten main mistakes in personnel management in an enterprise can be formulated as follows;
1. The desire to do everything yourself.
2. The tendency to let things take their course.
3. Prejudice against certain workers.
4. Frozen, schematic or doctrinaire installations.
5. Excessive susceptibility to a different, including critical, opinion.
6. Self-satisfaction or arrogance.
7. Immunity to the suggestions of employees.
8. Obvious disrespect for the personality of the employee, for example, the permissibility of criticism in front of others.
9. Explicit distrust of employees.
10. Insufficient consistency in actions.
Conversely, the experience of successful enterprises has shown that the leaders of these enterprises to a much greater extent:
1. value knowledge of the matter;
2. treat people as equals;
3. reward fairly;
4. detect errors objectively;
5. reliable and loyal;
6. listen to opinions that differ from their own;
7. appreciate progress;
8. have the authority of experts in the field;
9. devoid of bias;
10. endure criticism;
11. are capable of change than the heads of low-success enterprises.
The style of management or leadership is the most important factor in the management of an enterprise. Correctly defined and successfully applied style allows the most successful use of the potential of all employees of the enterprise. That is why in recent years many firms have paid so much attention to this issue.
You need to know how to properly manage a project. The success of all undertakings depends on the leadership qualities of a manager, his leadership style and manner of communicating with team members.
Being a leader means thinking less about your needs; more - about the needs of people, while setting the right tasks for project management.
There are many approaches to leadership styles - how many managers, so many styles. After all, each leader is unique and has certain leadership qualities. However, you should not experiment with methods and try something new every day - this is not clothing. It will be useful and correct to adapt to a particular situation, requirements and conditions.
In fact, there are different leadership styles. And speaking of any classification, you need to know which criterion was taken as the main one. In the article, we will consider far from all classifications. However, the choice fell on those that can be used in most situations.
Kurt Lewin classification
The most common is the classification of leadership styles proposed by the German psychologist Kurt Lewin. Already in the 1930s. he proposed to distinguish three main styles of leadership - authoritarian, liberal and democratic.
1. Authoritarian leadership style
This management style is typical for leaders who, when making decisions, do not consult with team members, even though their contributions can be truly valuable. This method and style of management is effective in situations where decisions need to be made quickly, but the opinion of the team is not needed.
2. Liberal leadership style
With this leadership style, the leader gives his team a free hand in the work, and also provides support and advice when necessary. Subordinates themselves set deadlines for completing tasks.
Liberal leadership style increases job satisfaction at employees. And therein lies the threat: team members may mistake the non-intervention of the leader for indifference, use time irrationally, and so on. Self-motivation in this case may not be enough to perform the work effectively.
By the way, this style can also manifest itself in leaders who do not have control over their own affairs, and therefore control over the affairs of their subordinates.
3. Democratic leadership style
All decisions are made by the manager together with the members of his team who are involved in the decision-making process. Managers encourage creativity and, as a rule, the degree of involvement of subordinates in all processes and projects is high.
With this approach, team members are dominated by a high degree of satisfaction from their work and increased productivity. However, the democratic style may not always be effective. This is especially true in situations where decisions need to be made in a short time.
Democratic management style implies a high degree of leadership, otherwise, with great freedom of action, some employees may either use their time irrationally, or even try to take leadership into their own hands.
6 Emotional Leadership Styles
This classification was proposed by the American writer and psychologist Daniel Goleman, who specialized in psychology. At one time, his book "Emotional Intelligence" was on the New York Times bestseller list for more than a year and a half.
Effective leadership style + project management tool = successful completion
Being able to manage a project team is a significant, but still part of the manager's job. He also needs to competently manage all processes: assign tasks and monitor the progress of their implementation, set deadlines, be able to establish and much more. Teamwork within one online tool is also important. All this can be found in the Gantt chart.
Managing a team in the tool is quite simple. Having set a task, the manager will be aware of its deadlines and progress, the resources involved and the dependencies between tasks.
The manager will be aware of everything that happens on the project, thanks to real-time alerts. It also has the ability to view the history of changes and undo actions that were accidentally performed.
In addition, all participants involved in the project can leave comments under the tasks and attach files to them. Team interaction in the online Gantt chart is convenient and efficient.
Let's summarize
As a rule, mixed styles are used for successful project management, which have features of management methods from various classifications. And to be a successful and effective leader, you need to be able to find a balance. It is this approach that increases the efficiency of management and the chances of successful completion of the project.
How do you manage a project? What leadership style do you prefer?
The specific features of the authoritarian management style are unity of command and high power distance. The authoritarian style is characterized by the fact that the leader takes the reins of government into his own hands, demanding complete obedience from his subordinates. This style of management implies that all decisions in the organization are made by the head without taking into account the opinions of employees.
Characteristics of an authoritarian management style
Pronounced with an authoritarian style of management and control - strict, driving ordinary employees into a rigid framework and depriving them of the opportunity to show initiative. As for communication in an organization, it is only a means for employees to carry out common activities.
Friendship relationships are not welcome, since it is not the interests of the individual that are valued above all, but the interests of the company. The leader, in turn, also prefers to maintain a certain distance between himself and his subordinates, which no one has the right to violate.
Methods of authoritarian management style
Unlike other management styles, the authoritarian style focuses more on punishing employees for any faults than on rewards for any achievements. Among the main methods of this management style are: reprimands, orders, comments, deprivation of all kinds of bonuses and benefits.
The main psychological factor affecting the employees of the organization is fear - the fear of shame, punishment, dismissal. Thus, it cannot be said that the authoritarian management style is characterized by a lack of motivation. Motivation exists, but it is a reinforcement of the activities of workers with fear.
Due to the fact that the authoritarian style of management comes in two forms (benevolent and exploitative), management methods depend on what kind of authoritarian style is operating in the organization. It is easy to guess that the benevolent form of the authoritarian style implies a softening of management methods, as well as a significant reduction in the number of punishments.
Disadvantages of an authoritarian management style
Of course, the authoritarian style is by no means the best management style for the normal functioning of the organization. Experts believe that it is possible to use this style in working with subordinates only in certain cases:
1. In emergency situations, which means all sorts of emergency circumstances and disruptions in the company's work, requiring prompt action and quick decision-making, as well as in conditions of limited time.
2. Anarchist moods of the organization, requiring the immediate restriction of employees by introducing strict discipline that does not allow the occurrence of various riots, strikes, etc.
In a company that does not have clearly defined problems, an authoritarian management style can lead to internal discord in the functioning of the organization, the destruction of self-control, a decrease in efficiency, a deterioration in the socio-psychological climate, a lack of initiative and creativity of subordinates, increased staff turnover, and a decrease in employees' responsibility for their work.