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Leadership studies in social psychology Trying to understand the phenomenon of leadership, researchers up to the 50s. XX century focused attention on the personal characteristics of people, on their psychological traits and behavior. The same point of view was shared by Gabriel Tarde, who believed that leaders are characterized by a combination of such qualities as creative talent and nonconformity. Gustav Le Bon also characterized the leader’s personality from the same positions, noting, however, a different set of traits in it, namely: half-madness, obstinacy, fanaticism, obsession with ideas and projects. Then they began to study not leaders, but leadership. All this led to the fact that the influence exerted by the leader was now seen as the most significant aspect of leadership. As a result, two main types of behavior characteristic of various leaders were identified: attentiveness and caring in relation to members of their group and initiative. Rensis Likert (1967), who came to similar results in a study of leadership behavior, called the first type of behavior employee-centered, and the second type production-centered. In the concepts of the psychoanalytic direction, leadership was considered as the effect of certain human drives unrealized in social life (S. Freud).
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Theories of the origin of leadership There are five main theoretical approaches to understanding the origin of leadership: “Trait theory” (sometimes called “charismatic theory”) A leader, according to this theory, can only be a person who has a certain set of personal qualities or a set of certain psychological traits. Various authors have tried to identify these traits or characteristics necessary for a leader. (C. Baird compiled a list of 79 traits referred to by various researchers as “leadership.” Among them were: initiative, sociability, sense of humor, enthusiasm, confidence, friendliness). Situational Theory of Leadership Trait theory is not completely discarded in this conceptual framework, but it is argued that leadership is fundamentally a product of the situation. In various situations of group life, individual members of the group are identified who are superior to others in at least one quality, but since it is precisely this quality that turns out to be necessary in a given situation, the person who possesses it becomes a leader.
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Theories of the origin of leadership System theory of leadership Leadership is considered as a process of organizing interpersonal relationships in a group, and the leader is a subject of managing this process. With this approach, leadership is interpreted as a function of the group, and should therefore be studied from the point of view of the goals and objectives of the group, although the personality structure of the leaders should not be discounted. Cognitive approach (Charles Greene, Terence Mitchell, J. Pfeffer) A person is considered as an observer who interprets information from the external world. A leader is seen as a person who creates a certain image. The leader and followers differ in their views on the reasons for poor task performance. In this case, the leader attributes the reasons for poor task performance to internal factors, and the group - to external ones. Interactionists (E. Holander, G. Zahn, G. Wolf) Considered leadership as a process. The situation in which leadership occurs is a dynamic process. The leader and followers are interdependent. Their actions are carried out in response to the other's previous expectations and possible reactions, which in turn are determined by the previous interaction between them.
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Leadership style This is a set of means and methods of psychological influence that a leader uses to influence other members of the group. Traditionally, it is customary to distinguish between three main leadership styles: authoritarian, democratic and liberal.
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Authoritarian leadership style The authoritarian style is characterized by the leader’s pronounced authority, directiveness of his actions, unity of command in decision-making, and systematic control of the actions of his followers. An authoritarian leader usually does not allow people dependent on him to interfere with the leadership of the group, question or challenge the decisions he makes. He clearly separates his own rights and the responsibilities of those who depend on him, limiting the actions of the latter to only executive functions. For him, the ideal subordinate is a disciplined performer.
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Democratic leadership style The democratic style is distinguished by the fact that a leader who uses a similar style constantly turns to the opinions of people dependent on him, consults with them, involves them in developing and making decisions, and collaborating in managing the group. He does not draw a clear line between his own rights and the responsibilities of other group members. He voluntarily delegates part of his powers to group members. They, in turn, also voluntarily take on part of his responsibilities and help the leader in the performance of his functions, if the need arises. A democratic leader appreciates people who are independent and proactive, and have a creative approach to business. He pays great attention not only to business, but also to personal relationships in the group.
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Liberal leadership style Liberal leadership style is a form of leader behavior in which he actually abandons his responsibilities for leading the group and behaves as if he is not a leader, but an ordinary member of the group. Key issues of intra-group life in this case are either not resolved at all, or are decided by the majority of group members by voting. In fact, in this case, the person in question is a leader only nominally, but in reality, no one personally leads the group.
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Kurt Lewin (1890 - 1947), German and then American psychologist, whose ideas had a great influence on American social psychology and many other schools and movements.
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In addition to the three leadership styles described above, which were once identified and described by K. Levin, over time, many other leadership styles began to be named and discussed in the socio-psychological literature, including such as combined and flexible. A combined leadership style is one in which the same leader uses, in the practice of communicating with group members, elements of all three leadership styles described above: authoritarian, democratic and liberal, and they are represented in his actions in approximately the same proportion. Such a leader cannot be clearly classified as any of the three types indicated above: authoritarian, democratic or liberal. Flexible is a leadership style in which, just like in combined style leadership, there may be elements of all three leadership styles - authoritarian, democratic and liberal, but in this case they, like the leadership style itself, are not stable and change from time to time depending on the situation developing in the group. In other words, this leadership style is changeable and its variations depend on the situation in the group, as well as on the state and mood of the leader himself.
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Which leadership style is optimal (best)? At first, it was believed that the democratic leadership style was the best. Proponents of this point of view cited attractive features of a democratic leadership style. With this style, the most favorable psychological atmosphere is created in the group for creative work, to satisfy the important social needs of people. This leadership style helps the group set and solve the most complex problems. It is psychologically perceived by people themselves as the most favorable. Nevertheless, it cannot be said that this leadership style is the best and one should strive for it in all cases of life. Often, an authoritarian and even liberal leadership style is preferable to a democratic one. For example, when a poorly organized, incapable of self-regulation, underdeveloped group needs to quickly achieve the desired result, strict discipline, mutual responsibility, and clear coordination of the actions of group members are required. All this is best ensured by an authoritarian leadership style. Practically, the most successful is not just one of the three leadership styles, but one in which the leader, being able to behave in different ways: authoritarian, democratic, liberal, and flexible, subtly senses the atmosphere that has developed in the group and in Depending on this, he changes his leadership style.
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Sources http://studme.org/1259060515741/psihologiya/stili_liderstva http://bookap.info/sociopsy/melnikova_sotsialnaya_psihologiya_konspekt_lektsiy/gl13.shtm
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The presentation on the topic “Leadership in an organization” can be downloaded absolutely free on our website. Project subject: Management. Colorful slides and illustrations will help you engage your classmates or audience. To view the content, use the player, or if you want to download the report, click on the corresponding text under the player. The presentation contains 16 slide(s).
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Leadership in an organization
Prepared by: Lisitsa Irina Trofimov Denis
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A leader is a person for whom all other members of the group recognize the right to take the most responsible decisions that affect their interests and determine the direction and nature of the activities of the entire group.
Key qualities for understanding leadership: - Perspective. - Persuasiveness. - Passion. They “infect” others with their enthusiasm. - Perseverance. - Patience.
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There are other classifications of leadership depending on the types of leaders. Types (roles) of a leader: 1. leader-organizer (performs the function of group integration); leader-initiator (dominates in solving new problems, puts forward ideas); 2. leader-generator of emotional mood (dominates in shaping the mood of the group); 3. erudite leader (distinguished by his extensive knowledge); leader-standard (is the center of emotional attraction, corresponds to the role of a “star”, serves as a model, ideal); 4. leader-master, craftsman (specialist in some type of activity). According to the content, they distinguish: 1. inspirational leaders who develop and propose a program of behavior; 2. executive leaders, organizers of the implementation of an already defined program; 3. leaders who are both inspirers and organizers.
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According to style, they are distinguished: Authoritarian. monopoly power. single-handedly determines and formulates goals and ways to achieve them. connections between group members are reduced to a minimum. the main weapon is “iron demands”, the threat of punishment, a sense of fear... the psychological climate in the group is characterized by a lack of goodwill and mutual respect between the leader and his followers. Democratic. Such leaders initiate maximum participation of everyone in the group’s activities and create an atmosphere of cooperation. information is not monopolized by the leader. The passive person tries to avoid responsibility by shifting it to his subordinates. The leader avoids conflicts with people and avoids dealing with conflict cases.
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Company mission. We are positive about the prospects for the Russian stock market. The level of ambition of our Elemte team is high. Our plans are to take a leading position in the investment market together with our partners. We have chosen the right mission, which is expressed in the fact that our company, our team, are professional financial consultants providing information and consulting support to private investors. We may seem too ambitious, but based on the latest results of work, we are confident: Elemte is on its way to becoming the No. 1 professional participant in the stock market in the Volga Federal District and in our republic. And our federal partners help us with this!
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Let us highlight the main qualities that Elemta considers necessary for a leader: 1. a strong desire for responsibility and completion of the task; 2. energy and perseverance in achieving goals, risk-taking and originality in solving problems; 3. initiative; 4. self-confidence; 5. the ability to influence the behavior of others, structure social relationships; 6. the desire to accept all the consequences of actions and decisions; 7. the ability to withstand frustration and group disintegration. Among the “leaders” of this company, task orientation predominates; they pay less attention to relationships.
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Let us highlight a number of the following principles of effective team functioning, used in the Elemte company: 1. Identification by team members of personal and group goals and interests, mutual responsibility for the actions of each of them. In this case, a synergistic effect arises in which the physical and intellectual efforts of one employee of the Elemte company are multiplied by the efforts of others, and a cohesive team is able to solve problems that are beyond the capabilities of a regular working group of specialists. The division of labor in a team is carried out depending on the prevailing operating conditions: in each problem situation, work operations are entrusted to the one who is able to do it in the best way. Having a team helps simplify the linear-functional hierarchy and make the organization structure more dynamic. 2. Congruence of the structures of the team of the Elemte company, in which the canonical organizational structure of management coincides with the informal structure of business interpersonal relations. In practice, this principle is difficult to implement, so they try to ensure that the team leader is also its informal leader. Optimal team size to ensure controllability. Traditionally, the norm of control is considered to be the presence of five to eight subordinates in a team - this optimal number of team members ensures higher efficiency in decision-making and interaction than a team that is too small or too large in size.
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Leadership is not management. Management focuses on getting people to do things right, while leadership focuses on getting people to do the right things.
the leader mainly regulates interpersonal relations in the group, while the leader regulates the official relations of the group as some social organization; leadership can be stated in a microenvironment (which is what a small group is), leadership is an element of the macroenvironment, i.e. it is connected with the entire system of social relations; leadership emerges spontaneously; the leader of a real social group is either appointed or elected, but one way or another this process is not spontaneous, but, on the contrary, purposeful, carried out under the control of elements social structure;
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the phenomenon of leadership is less stable, the promotion of a leader largely depends on the mood of the group, while leadership is a more stable phenomenon; management of subordinates, unlike leadership, has a much more specific system of sanctions, which are not in the hands of the leader; the decision-making process of a leader (and in the leadership system in general) is more complex and mediated by many circumstances and considerations, not necessarily related to the interests of a given group, while the leader makes decisions regarding group activities; The leader's sphere of activity is mainly the small group where he is the leader; the leader's sphere of action is wider, since he “represents” the small group in the wider social system.
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External and internal conditions for leadership are gradually changing, creating new needs for appropriate leadership qualities. Factors in the evolution of leader qualities can be considered: changes in external conditions; emergence of new problems; internal changes in the organization; changes in individual and group expectations and interests in the organization; changing the expectations and interests of the leader himself.
Ministry of Education and Science
Tambovsky state university them. G.R. Derzhavina
Academy of Entrepreneurship Economics
Abstract on the topic: “Leadership in a social group.”
Completed by a student of group 203:
Prokhorova D.D.
Teacher:
Belinskaya D.V.
Tambov 2010
Introduction
1. The concept and content of leadership.
2. General theories of leadership.
3. Qualities inherent in a leader.
5. The leader's environment.
6. Leadership in small groups.
7.Political leadership.
8.Leadership and modernity.
Conclusion
References
Introduction.
Leadership is a critical component of effective leadership. It is found wherever there is a stable association of people. The word “leader” itself means “leader”, “leading”. Despite the apparent simplicity of this concept, in modern science, despite the commonality of the initial positions of various authors, leadership is characterized ambiguously.
Leadership differs from management, which presupposes a fairly rigid and formalized system of relations of dominance and subordination. A leader is a symbol of community and a model of group behavior. It comes forward, as a rule, from below, mostly spontaneously, and is accepted by followers.
The importance of leadership for the management of an organization raises the question of influence on this phenomenon. Leadership must be managed, that is, leaders must be identified, constructive leaders must be developed, and destructive leaders must be eliminated.
Leadership effectiveness is directly related to the ability of leaders to manage organizational and interpersonal communication, influencing its nature.
The role of the leader in personnel management is determined by his efforts to select worthy applicants for membership in the work group; he must direct group energy to achieve organizational goals. Leadership also finds expression in influencing group members, encouraging them to show their strong personal qualities and restrain the manifestation of weak character traits. A leader's effectiveness is reflected in his ability to manage social conflicts. Managing a social conflict consists of the consistent activities of a leader seeking to constructively influence the situation that caused the conflict, the participants in the conflict and the nature of the interaction of all interested parties. Depending on the nature of the conflict and the characteristics of its participants, the leader trying to manage the conflict may choose the role of mediator or judge.
The irreplaceable role of a leader in implementing change is to define the idea of innovation, formulate goals based on it, a common vision and strategy for change.
In my essay, I tried to give an idea of what leadership is in general, what traits a real leader should have, how a leader behaves in a small group, its significance and influence on the group.
1. The concept and content of leadership.
Practice shows that no single factor provides greater benefits and benefits for an organization than effective leadership. Leaders are needed to determine goals and objectives, to organize, coordinate, ensure interpersonal contacts with subordinates and select optimal, effective ways to solve certain problems. Obviously, organizations with leaders can achieve all this much faster than organizations without leaders.
The word leader comes from the English lead (to lead). This means that a leader is one who leads the way. A leader is a member of an organization who has a high personal status, has a strong influence on the opinions and behavior of the people around him, members of any association or organization, and performs a set of functions.
Leadership is defined as a process of social influence in which the leader seeks the voluntary participation of subordinates in activities to achieve organizational goals; or as a process of influencing group activity that is aimed at achieving goals.
The problem of leadership is a traditional problem of social philosophy from antiquity to the present day. Only if previously great historical leaders were at the center of research, now the problem of leadership is studied mainly in small groups.
A leader is a person who is able to unite people to achieve a certain goal. The type of leader is related to the nature of the social order, the nature of the group and the specific situation. Within the Weberian tradition of leadership research, three types of leaders are distinguished, corresponding to different forms of authority (charismatic, traditional and legal). Small group leadership research distinguishes between formal and informal leadership. The formal leader is appointed or elected, thereby acquiring the status of a leader. An informal leader is a group member who is able to unite the group based on personal influence. Relationships with formal and informal leadership are built according to two types: leader - subordinates or leader - followers. These types of leadership either complement each other (in the person of an authoritative leader) or come into conflict, leading to a decrease in the effectiveness of the organization.
The style is divided into: authoritarian leadership, which involves individual management of the group’s activities; democratic, involving group members in management, and anarchic, when the group is left to its own devices. IN different types organizations, different types of leadership may be effective to varying degrees.
There are several points of view regarding the nature of leadership in sociology. One of the earliest was the “trait theory,” based on the need for certain qualities to fulfill the role of a leader. Moreover, the set of these qualities turned out to be different among different authors and almost endless. “Situational theory” is based on the determining role of the specific conditions in which the leader acts. Modern approaches try to combine the achievements of both theories. They focus on the leader's ability to create a new vision for solving a problem and, using his authority, to inspire followers to take active action to achieve goals.
The phenomenon of leadership is rooted in the very nature of man and society. Phenomena in many ways similar to leadership are found among animals that lead a collective, herd lifestyle. Here, the strongest, most intelligent, persistent and determined individual always stands out - the leader, leading the herd (pack) in accordance with its unwritten laws, which are dictated by relationships with the environment and are biologically programmed.
Leadership is based on the specific needs of complex systems. These include, first of all, the need for self-organization, streamlining the behavior of individual elements of the system in order to ensure its vital and functional ability. This ordering is achieved thanks to the vertical (management - subordination) and horizontal (correlative one-level connections, for example, division of labor and cooperation) distribution of functions and roles, and, above all, the allocation of the management function and the structures that carry it out, which for their effectiveness usually require a hierarchical, pyramidal organization . The top of such a management pyramid is the leader.
The clarity of identifying leading positions depends on the type of community that makes up the system and its relationship with environment. In systems characterized by low group integration and a high degree of autonomy and freedom of various elements and levels of the organization, the functions of the leader are weakly expressed. As the needs of the system and the people themselves intensify in complexly organized collective actions and the awareness of these needs in the form of collective goals, the specification of the leader’s functions and his structural, institutional isolation increase.
In small groups based on direct contacts of their members, the institutionalization of leadership positions may not occur. Here, the individual qualities of a person, his ability to unite a group and lead it, come to the fore. In large associations, the effectiveness of collective actions of which requires clear functional-role differentiation and specialization, as well as efficiency of management and rigidity of subordination, institutionalization and formalization (official consolidation) of leading positions, vesting them with relatively large powers of authority are mandatory.
Modern production belongs to this type of association. It pursues certain, fairly stable goals, the implementation of which requires the coherence of the actions of many people, their coordination and regulation based on the division of labor. Because of this, in labor organizations it is mandatory to institutionalize leadership, its constitution into leadership, which, based on positions of power, comes to the forefront of management.
An analysis of the nature of leadership shows that it comes from certain needs of people and their associations, which leaders are designed to satisfy.
2. General theories of leadership.
Leadership is not a new leadership style, but a way of organizing power in a civil society with a developed political consciousness of all or most of its social strata. Such a society arose relatively recently or is just taking shape, and not yet everywhere. But this is the perspective and necessity of history and politics. Members of civil society are thoughtful participants political life, so they have the opportunity to consciously choose their leader. The leader’s behavior must convince them that his actions are correct and beneficial, and not dictated by self-interest or lust for power. Society, for its part, cannot manipulate the leader. Social and political partnership, mutual understanding between the leader and his followers are the basis of a new modern policy.
So, leadership is one of the manifestations of power, a distinctive property political activity, the right to nominate a leader who implements it. This phenomenon is also inherent in other types of activities - the production of things and ideas, science, sports, etc.
A prerequisite for leadership is the possession of power in specific formal or informal organizations of various levels and scales - from the state and even a group of states to government agencies, local government or popular and social groups and movements. The formalized power of the leader is secured by law. But in all cases, the leader has social, psychological, and emotional support in society or in groups of people who follow him.
It is absolutely clear that the understanding of leadership accepted in social psychology as characteristic only of a small group was determined not so much by the theoretical positions of various researchers as by ideological and political orders and prohibitions of the recent past, when it was unacceptable even to theoretically assume that the leaders of the party and state are not leaders. For decades, the head of state has been leaders who are appointed to this post and do not go through the complex election procedure inherent in the phenomenon of political leadership.
So, we can state that in our psychology the question of political leadership, i.e. leadership at the level of large social groups was not raised at all, except for timid attempts to consider the phenomenon of leadership. In Western literature, trends have prevailed in the direct, mechanical transfer of personal characteristics and leadership mechanisms in small groups to the personality of a politician, statesman and to leadership mechanisms in large systems.
In the theory of social psychology that was being developed in our country (as I did in other areas of psychology), the activity approach proposed by A.N. Leontyev was taken as the basis for studying the problem of leadership, according to which the main determinants of the leadership process were the goals and objectives of the group, which determined who will become a leader, and what leadership style will be most effective.
To some extent, this approach overlaps with American situational leadership theories. What they have in common is that both approaches are aimed at identifying the connection and dependence between the phenomenon and institution of leadership, on the one hand, and the environment in which this leadership is exercised. The difference is that situational theories take into account features characteristic of the leadership environment: time, place, circumstances of group actions, i.e. external parameters related to both the leader and the group he leads as a whole.
The activity approach focuses attention on such internal characteristics groups as goals, objectives and composition.
Naturally, in Soviet period Research into the phenomenon of leadership was carried out exclusively from the point of view of the activity approach and in line with the problems of small groups. The main emphasis in these studies was the creation of methods for identifying a leader in a group and determining his style. However, one of critical issues, which arise when analyzing the problem, the question of the origin of the leadership phenomenon was, of course, not raised.
3. Qualities inherent in a leader.
Developing organizational and managerial qualities of a leader is already a problem of his own training and education. The ability to form a group, unite it, define goals, set the necessary tasks for society (or an institution, government), formulate a program that unites society - these are the modern requirements for a politician.
In a small group (this can be the elite of the levels of power and the core of any other leadership), the role of the leader is to unite its participants and direct their activities. He is required to have close personal communication with his immediate environment. At the same time, his personal qualities are revealed and play an organizing role.
The ability to control the situation, make decisions, take responsibility, make the right political choice (people, problems, priorities).
At the same time, the leader must be able to satisfy the interests of the group without going beyond the limits of law and civil norms and without making his environment dependent on his benefits. The relationship with the group and the authority of the leader are significantly influenced by the personal style of his behavior (authoritarian, tough or democratic).
A leader must not only want to lead people, but also have the necessary qualities to do so. Followers must be ready to follow him and carry out the program he has outlined. One of the conditions of leadership is obtaining maximum information in the minimum time. Modern technical means of communication and information meet this requirement.
The personal qualities of effective leaders most often mentioned by researchers include: intelligence, desire for knowledge, dominance, self-confidence, emotional balance, stress resistance, creativity, desire to achieve, enterprise, reliability, responsibility, independence, sociability
The relationship between the leader and his team is an important aspect of the new, leadership organization. Purposefulness, integrity, awareness of responsibility to society (or the managed institution), understanding of its tasks and requests are integral qualities of a leader. Those around him should have them too. These qualities unite them, as well as their common ability to conduct a discussion, combine the desire for self-affirmation with the interests of the team and colleagues, and have a positive attitude towards their merits. A leader must be able to move his employees wisely, reasonably and in a timely manner and create conditions for their professional growth, use their abilities and capabilities.
Managing various programs and processes is so connected with personnel management that deep knowledge of the abilities and psychology of subordinates and the environment sometimes turns out to be more important for a leader than his own experience. He must have a clear understanding of the problems that concern his employees and take into account their sentiments.
4. Natural properties and selection of leaders.
Many thousands, even tens of thousands of people are actively involved in political activities in every country. They come from all walks of life.
The overwhelming majority of them are aware of their enormous responsibility. But they are unlikely to take it upon themselves only for the sake of possible power, fame and wealth, because... It’s not always possible to get them. But if some people decide, it means they are somehow different from everyone else. How are they different from others and what do they have in common?
Apparently, what they have in common is passionarity, so L. Gumilyov singles out people who have an excess of biochemical energy. Their desire to change their environment exceeds the instinct of self-preservation. Although passionaries make up a very small percentage of demolitions, they come forward in all spheres of society.
However, the direction of the energy of many passionaries turns out to be in the wrong place at the wrong time, and they die like high-grade seeds that fall on unfavorable soil. This happens to many people in politics. But those whose direction of energy resonates with society and meets its current needs become political leaders.
Each leader is unique as a political phenomenon. But with all the diversity political leaders they all have important general properties.
Firstly, initiative or taking responsibility for the initiative political action, direction and mobilization of political power. At the same time, it cannot be argued that leaders are characterized by a deep and even dialectical-materialist understanding of the development of society. History has proven that even V. Lenin did not possess it. And many leaders were not the smartest or most educated of their contemporaries. Not all of them were able to foresee the consequences of their actions and understand their role. Some turned out to be adventurers.
Secondly, the willingness to bear responsibility for one’s followers, for one’s organization, its political force, for the whole society. And here, as in the first property, many can be explained only by passionarity.
Thirdly, having a certain political intuition. It allows you to grasp what cannot be seen or calculated. Intuition turns out to be much more important than scientific knowledge and theoretical training. Outstanding political leaders were not scientists or political scientists, even if they were called “luminaries of all sciences.”
Fourthly, the ability to convince, or rather, captivate people. This is probably also a gift of passionarity.
Of course, leaders are endowed with these properties in varying proportions. In addition, the properties of a leader are multiplied or weakened depending on what his immediate environment is, what organization he relies on, whether and to what extent he has power, especially state power.
There are leaders who exceed the real capabilities of those around them and contribute to their growth. This is how F. Mitterrand appears in the French Socialist Party, B. Craxi in the Italian Socialist Party and G.D. Genscher in the Free Democratic Party of Germany. At the same time, there are leaders who fall below the real capabilities of those around them and hinder their growth. An example would be G. J. Vogel in the German Social Democracy. But all this is revealed during the most stringent selection, not by some personnel officers, but by the policy itself. The first stage in the selection of a political leader is activity in one’s political organization. If successful, she becomes his support, platform, and sometimes even a springboard.
The second stage of selection is checking the ideological and political orientation and program of the leader for compliance with the aspirations of society in a specific situation. Moreover, in some situations even completely fantastic orientations and incoherent programs are successful. After all, the judges are not learned men, but often confused or despairing masses of fellow citizens. And the authorship of programs is attributed to leaders more often than they write them themselves. But in any case, success can only be achieved if the leader is able to convince, attract and direct a sufficient political mass for success.
But both the requirements for political leaders and the ways of their selection differ significantly. Each type of political system - liberal-democratic, national-democratic, national-authoritarian, theocratic-authoritarian and totalitarian-socialist - has its own requirements and its own methods for selecting political leaders. That's why they have leaders various types.
But the selection of political leaders occurs in a completely different way in conditions of crisis, disruption of the political system, or revolution. In such conditions, in nominating a leader special role the political masses are playing. Suffice it to recall the nomination of L. Walesa in Poland.
However, the selection of political leaders nowhere has mandatory authorities, written rules and standards.
The appearance of many of them was unpredictable. The leaders of the coups emerged with stunning speed - from V. Lenin and A. Hitler to S. de Gauchy, L. Walesa and M. Gorbachev. The leadership of reformers, for example, W. Churchill, F. Mitterrand, G. Kohl, gradually emerged. The bloody path to the leadership of I. Stalin was peculiar.
Many make a political career and occupy top positions. But not everyone is capable of becoming political leaders. No matter how much the CPSU tried with all its strength to endow Leonid Brezhnev with leadership, people said about his authority: “A cult without personality.” On the other hand, no matter how hard the leaders of the CPSU tried to “not let Boris Yeltsin into politics,” after disagreements arose with him, events promoted him to the leadership, despite the fact that he sometimes even complicated this process.
5. The leader's environment.
Leadership presupposes a certain character of the immediate environment. It should be selected on business and professional grounds. Personal devotion - important quality environment, but insufficient for modern politics. Like-mindedness, mutual understanding, interest in the matter, mutual trust, confidence in the correctness of the choice, moral stability, conviction also give the right to take a place in the team surrounding the “leader. Attractive to the environment are the prestige of the place, career opportunities, recognition in the team and outside it, in spheres of power and management, in society and in the country. But it is important that all this is done with high professional competence. general condition affairs in which he is engaged under the leadership of a leader, about his role, responsibilities in the group, to have analytical, creative abilities for political work. The qualities of his associates seem to be concentrated in the leader. Therefore, he should be interested in selecting people who are superior to him in some qualities.
The relationship between the leader and his team is an important aspect of the new leadership organization of power. Purposefulness, integrity, awareness of responsibility to society (or the managed institution), understanding of its tasks and requests are integral qualities of a leader. Those around him should have them too. These qualities unite them, as well as their common ability to conduct a discussion, combine the desire for self-affirmation with the interests of the team and colleagues, and have a positive attitude towards their merits. A leader must be able to move his employees wisely, reasonably and in a timely manner and create conditions for their professional growth, use their abilities and capabilities.
The management of political processes is so connected with personnel management that deep knowledge of the abilities and psychology of subordinates and the environment sometimes turns out to be more important for the leader than his own experience. He must have a clear understanding of the problems that concern his employees and take into account their sentiments.
It is good if a leader manages to create a “think tank” in his environment - a council of the most qualified experts on the most important policy issues. Then the authorities have competent recommendations and consultations, the results of the so-called “brainstorming” - urgent and intense collective work of a narrow or wider circle of specialists to solve any urgent problem. Modern statesmen and politicians usually create staffs of advisers and professional experts in the centers of power. They have always existed under sovereigns in the form of various state or secret councils. The novelty is to fill such institutions of various kinds (Security Councils, committees and commissions) not with dignitaries, but with experts. This is how not only individual political problems are solved, but also the problem of scientific policy, which in our century everyone is trying to solve in one way or another.
6. Leadership in small groups.
When characterizing dynamic processes in small groups, the question naturally arises of how the group is organized, who takes on the functions of its organization, and what is the psychological pattern of group management activities. The problem of leadership and management is one of the cardinal problems of social psychology, because both of these processes do not simply relate to the problem of integration of group activities, but psychologically describe the subject of this integration. When a problem is designated as a “leadership problem,” this only pays tribute to the socio-psychological tradition associated with the study of this phenomenon. IN modern conditions the problem must be posed much more broadly, as the problem of group leadership. Therefore, it is extremely important to make, first of all, terminological clarifications and distinguish between the concepts of “leader” and “manager”. In Russian, there are two special terms to denote these two different phenomena (as well as in German, but not in English, where “leader” is used in both cases) and the differences in the content of these concepts are determined. At the same time, the use of the concept “leader” in political terminology is not considered. B. D. Parygin names the following differences between a leader and a manager: 1) the leader is mainly called upon to regulate interpersonal relationships in the group, while the leader regulates the official relations of the group as some social organization; 2) leadership can be stated in a microenvironment (which is what a small group is), leadership is an element of the macroenvironment, i.e. it is connected with the entire system of social relations; 3) leadership arises spontaneously, the leader of any real social group is either appointed or elected, but one way or another this process is not spontaneous, but, on the contrary, purposeful, carried out under the control of various elements of the social structure; 4) the phenomenon of leadership is less stable, the promotion of a leader largely depends on the mood of the group, while leadership is a more stable phenomenon; 5) management of subordinates, unlike leadership, has a much more defined system of various sanctions, which are not in the hands of the leader; 6) the decision-making process of a leader (and in the leadership system in general) is much more complex and mediated by many different circumstances and considerations, not necessarily rooted in a given group, while the leader makes more direct decisions regarding group activities; 7) the leader’s sphere of activity is mainly a small group, where he is the leader; the leader’s sphere of action is wider, since he represents a small group in a wider social system. These differences (with some variations) are also mentioned by other authors.
As can be seen from the above considerations, the leader and manager are, however, dealing with a single-order type of problem, namely, they are called upon to stimulate the group, direct it to solve certain problems, and take care of the means by which these problems can be solved.
Leadership is a purely psychological characteristic of the behavior of certain members of a group; leadership is to a greater extent a social characteristic of relations in a group, primarily from the point of view of the distribution of roles of management and subordination. The sequence in the analysis of this problem should be exactly this: first, identifying general characteristics leadership mechanism, and then the interpretation of this mechanism within the framework of the specific activities of the leader.
A leader is a member of a small group who is nominated as a result of the interaction of group members to organize the group in solving a specific task. He demonstrates a higher level of activity, participation, and influence in solving a given problem than other group members.
Thus, the leader comes forward in a specific situation, taking on certain functions. The rest of the group members accept leadership, i.e. They build relationships with the leader that assume that he will lead and they will be followers. Leadership must be considered as a group phenomenon: the leader is unthinkable alone, he is always given as an element of the group structure, and leadership is a system of relationships in this structure. Therefore, the phenomenon of leadership refers to the dynamic processes of a small group. This process can be quite contradictory: the extent of the leader’s aspirations and the extent of the readiness of other group members to accept his leading role may not coincide.
Finding out the actual capabilities of a leader means finding out how other group members perceive the leader. The measure of a leader’s influence on a group is also not a constant value; under certain circumstances, leadership opportunities can increase, and under others, on the contrary, decrease. Sometimes the concept of a leader is identified with the concept of “authority,” which is not entirely correct: of course, the leader acts as an authority for the group, but not every authority necessarily means the leadership capabilities of its bearer. A leader must organize the solution of some problem; authority does not perform such a function; he can simply act as an example, as an ideal, but not at all take on the solution of the problem. Therefore, the phenomenon of leadership is a very specific phenomenon that cannot be described by any other concepts.
Leadership in a small group is the phenomenon of influence or influence of an individual on the opinions, assessments, attitudes and behavior of the group as a whole or its individual members. Leadership is based on the present qualities of the leader and the socio-psychological relationships that develop in the group. Therefore, leadership as a phenomenon based on socio-psychological mechanisms should be distinguished from leadership, which is based on the use of economic, organizational and command-administrative methods of influence.
The main referents (signs) of leadership are: higher activity and initiative of the individual when the group solves joint problems, greater awareness of the problem being solved, the group members and the situation as a whole, a more pronounced ability to influence other group members, greater compliance of behavior with social attitudes and values and the norms adopted in this group, greater expression of personal qualities that are standard for this group.
The main functions of a leader: organizing joint life activities in its various spheres, developing and maintaining group norms, external representation of the group in relationships with other groups, taking responsibility for the results of group activities, establishing and maintaining favorable socio-psychological relationships in the group.
In accordance with the identification of two main spheres of life of a small group: business, associated with the implementation of joint activities and solving group problems, and emotional, associated with the process of communication and development of psychological relationships between group members, two main types of leadership are distinguished: leadership in the business sphere (sometimes it is called “instrumental leadership”) and leadership in the emotional sphere (“expressive leadership”). These two types of leadership can be personified in one person, but more often they are distributed among different members of the group. Depending on the degree of expression of focus on one or another sphere of the group’s life, we can distinguish types of leaders focused on solving group problems, leaders focused on communication and relationships in the group, and universal leaders. Within each of the spheres of group life, more differentiated roles can be identified: leader - organizer, leader - specialist, leader - motivator, leader - generator of emotional mood, etc.
Representatives of the behavioral approach to leadership research believe that a person who possesses the desired form of behavior becomes a leader. Within the framework of this approach, numerous studies of leadership styles have been carried out and their classifications have been developed. The most famous are the classifications of leadership styles by K. Lewin, who described and studied autocratic, democratic and liberal leadership styles, and R. Likert, who distinguished the task-oriented leadership style and the people-oriented leadership style. The results of empirical studies indicate that there is no clear connection between the characteristics of leadership style and its effectiveness
7.Political leadership.
Among the various aspects of leadership, political leadership occupies a special position. His distinguishing feature- the connection with the phenomenon of power is inextricable. Political leadership is certainly broader than any other form of leadership, and for this reason it represents a special kind of power. This is one of the highest and most “encompassing” forms of power. Power is the main ingredient of leadership because it consists of the ability of one or more people at the top to get others to do something, positive or negative, that they probably would not do at all.
Along with formal, there is also informal political leadership. A leader may not hold high government or party positions, but still have significant influence on political events.
So, it is clear that political leaders play an essential role in any society. That is why this phenomenon deserves careful study. J. Blondel wrote that “it is necessary to analyze a large group of leaders who enjoy significant influence, taking into account their starting position and external conditions. In this regard, it is important to know more, first of all, about the psychological qualities of leaders in relation to this situation. It is also important to identify institutional mechanisms that “orchestrate” the potential influence of leaders, helping to transform goals into policy actions, improving communication between the leader and the population and vice versa. That is why a detailed study of the influence of political leaders and their qualities is something more than satisfying simple curiosity about the behavior of people who lead the world. This task is directly and inextricably linked to the attempt to provide conditions in which political leadership will be improved from generation to generation.”
8.Leadership and modernity.
The education of a leader and his self-education presuppose training the ability to lead people, establish relationships with them and, on this basis, organize political governance. A leader is distinguished not by ambition, desire or ability to stand out and real superiority, but by the genuine natural right of a strong, strong-willed and at the same time intellectual personality to lead people.
A leader must meet the requirements of the time, and not only he, but also his environment, which is able to understand and support him. Many reformer leaders were unable to prove themselves without finding support. A leader must be the head of his group, a vehicle for an idea that can capture the minds of society or its significant, leading part. But society must also prepare leaders for itself. Raising the elite is an important social task. Education in economic management (management) creates conditions for training people capable of occupying prominent political positions in the state. This includes the transfer of knowledge and experience in analyzing situations, and the development of management skills and qualities, and the education of responsibility, and training different styles management, communication with people, the ability to change leadership style and techniques. A leader (or future leader) must learn to make decisions, avoid extreme, hopeless situations, or, on the contrary, create an inevitable but beneficial set of circumstances. He must be able, as W. Churchill said, to take advantage of the most disadvantageous situations. The special art of a leader is to turn hidden and even obvious opponents into allies.
A leader cannot and should not be afraid to take risks, wait for guaranteed success, or, on the contrary, rely on a random victory. Since politics is a chain of surprises, he will have to overcome unforeseen complications, maneuver, be prepared for temporary setbacks, but constantly be aimed at moving forward. Our time and our country are in dire need of a new generation of leaders - with strategic thinking, an extraordinary vision of the situation, and confidence in success. Such leaders are needed both in the political and economic spheres. Innovative leaders are called upon to effectively solve both new problems and old ones, but using different methods. Their skill involves extensive connections with other innovators. They are proactive and receptive to the initiative of others. Such leaders, for all their persistence, do not suppress.
The combination of objective forces, political circumstances, and traditions of political activity that have developed in society creates a leader, but only if he has a special make-up. Otherwise, he remains a leader, an employee, albeit a high-ranking one. However, another evolution of politics is possible.
CONCLUSION.
In social psychology, there are several points of view on the nature and essence of leadership. One of them, the “trait theory,” reasonably defines leaders by their personal qualities. The other, “situational theory,” substantiates the individual’s proactive behavior with the needs of the current social situation.
In accordance with the identification of two main spheres of life of a small group - business, associated with the implementation of joint activities and solving group problems, and emotional, associated with the process of communication and development of psychological relationships between group members - there are two main types of leadership - leadership in the business sphere and leadership in the emotional sphere. These two types of leadership can be personified in one person, but more often they are distributed among group members. Depending on the degree of expression of focus on one or another sphere of a group’s life, we can distinguish types of leaders focused on solving group problems; on communication and relationships in the group; universal leaders.
There are several theories of “leadership styles” - a system of techniques for influencing a leader on a group. The most widespread in Russian psychological science is the theory of K. Lewin, who identifies three leadership styles - authoritarian, democratic, and permissive.
The phenomenon of leadership is determined by the interaction of a number of variables, the main of which are the psychological characteristics of the members of a small group, the nature of the tasks being solved and the characteristics of the situation in which the group finds itself.
References:
1. Life at the top. The Art of Being a Leader, 1996
2. Leaders (Adoption Strategy independent decisions). Warren Bennis, Bert Nanus, 2000
3. Parygin B.D. Social psychology. - St. Petersburg, 1999
4. Petrovsky A.V., Shpalinsky V.V. Social psychology of the collective.-M.: Education, 1978
5. Shikharev P.N. Modern social psychology. - M.: IP RAM, 2000
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Description of the presentation Presentation 1 The nature and essence of leadership on slides
22PLAN 1. The phenomenon of leadership 2. Leadership and management 3. Types, functions and styles of leadership 4. The main components of leadership
331. The phenomenon of leadership “The path of a leader is a path of testing. These types of people are bored without risk - they like the taste of victory. These are innate qualities and cannot be taught." Elena Evgrafova, editor of Harvard Business Review Russia “I know that responsibility will fall on me, but I sacrifice myself for the good of the Fatherland...”. Field Marshal M. Kutuzov “Leaders do not react to events, but get ahead of them: they generate ideas themselves, and do not assimilate others.” Abraham Zaleznik, Professor Emeritus, Harvard Business School
441. Leadership phenomenon LEADERSHIP (English) - behavior of a leader that encourages subordinates to mobilize their strengths and abilities in order to achieve the task
551. The phenomenon of leadership DOMESTIC PSYCHOLOGY LEADER - a member of a group who, in significant situations, is capable of exerting a significant influence on the behavior of other participants LEADERSHIP - relationships of dominance and subordination, influence and followership in the system of interpersonal relations Leader ≠ Authority
661. Leadership Phenomenon WESTERN PSYCHOLOGY A LEADER is an individual in a group who is tasked with leading and coordinating group activities or who, in the absence of a designated leader, has primary responsibility for getting the job done. (F. Fiedler) Leader (HOW to do) = Manager-leader (WHAT to do) LEADERSHIP is the ability to force people to do what they don’t want, without causing hatred towards themselves or the work they do.
772. Leadership and management DIFFERENCES BETWEEN MANAGERS AND LEADERS MANAGER LEADER Leader, administrator Innovator Delegates, entrusts Inspires Works according to the goals of others Works according to one’s own goals Plan is the basis of action Vision is the basis of action Relies on the system Relies on people Uses arguments Uses emotions Controls Trust Supports movement Gives impetus to the movement Professional Enthusiast Makes decisions Turns decisions into reality Does the right thing Does the right thing Respected Adore
882. Leadership and management Characteristics of a manager Characteristics of a leader Mind Soul Rationalism Visionary (ability to see the future) Consulting, giving advice Ability to create Persistence Flexibility Ability to solve problems Ability to inspire Quick wit Courage Ability to structure Rich imagination Thoughtfulness, caution Desire to experiment Formality, reliance on regulations Passion Stabilization of the situation Ability to initiate changes Position power Personal power
992. Leadership and management Leadership differs from management (management) or administration in that leaders create and change cultures, while managers and administrators function in them. (E. Shane). The main difference between managers and leaders is their underlying beliefs about chaos and order. Leaders easily accept a lack of structure. Managers, on the contrary, strive for stability and control. (Abraham Zaleznik)
10103. Types, functions and styles of leadership Types of leaders Leader - organizer; A leader is a creator; The leader is a fighter; The leader is a diplomat; A leader is a comforter;
11113. Types, functions and styles of leadership Negative informal leaders Leader-organizer; A leader is a communicator; Informal leaders; business leader; information leader; emotional leader.
12123. Types, functions and styles of leadership Types of leaders according to O. V. Bukharkova and E. G. Gorshkova Charismatic: presentation skills, communication; Transformational “mastermind”: speaker, introvert, organizational culture shaper, communication skills
13133. Types, functions and styles of leadership Functions of a leader: control over behavior; funds planning; policy development; implementation of expert functions; acting as a group representative; arbitrator; reference; group symbol; bearer of responsibility; playing the “fatherly role”;
15153. Types, functions and styles of leadership Democratic style “+” “-” joint decision-making correct decisions activity, initiative of workers cohesion taking into account the interests and needs of group members High intellectual, organizational. psychological and communication qualities of a leader
16163. Types, functions and styles of leadership Permissive style “+” “-” “maximum democracy” “minimum control” low work results dissatisfaction with work dissatisfaction with the leader Dissatisfaction with the IPC
17173. Types, functions and styles of leadership 6 leadership styles according to Daniel Goleman: Dictator style Authoritative style Affiliate style Method of work Style motto Main characteristics of “emotional intelligence” Optimal conditions for application General impact on climate Requires complete and immediate implementation Inspires subordinates to work by expressing their ideas Creates an atmosphere of peace and harmony, establishes friendly relations “Do as I say!” "Everyone is behind me! » « The most important thing is people! » The desire to achieve results, initiative, self-control Self-confidence, empathy, desire for change Empathy, communication, attitude State of crisis, the need for drastic changes, interaction with “difficult” subordinates When changes require new ideas, when it is necessary to change general course When it is necessary to mend “cracks” in a team or find new motivation Negative Extremely positive Positive
18183. Types, functions and styles of leadership 6 leadership styles according to Daniel Goleman: Democratic style Exemplary style Mentoring style Method of work Style motto Main characteristics of “emotional intelligence” Optimal conditions for application General impact on climate Reaches agreement, including everyone in the work process Sets high standards productivity Develops and prepares employees for the future “What do you say? "" Do as I do! Now! "" Try this! » Collaboration, team leadership, communication Conscientiousness, drive for results, initiative Encouraging the development of others, empathy, self-awareness When you need to achieve consensus, create a sense of ownership, or get the right information from valuable employees When you need to get results quickly from a highly motivated, competent team When we need to help the employee increase productivity, develop skills and individual qualities Positive. Negative
19194. The main components of leadership Focuses of influence according to S. Covey: Proactive focus – – positive energy increases the circle of influence Reactive focus – – negative energy reduces the circle of influence
20204. Basic components of leadership Techniques of active leadership: Mindfulness through clarity of ideas. Significance due to the inculcation of one’s ideas. Trust by holding your own line. Self-affirmation through a positive way of thinking.
21214. Basic components of leadership Components of leader behavior: Vision. Passion. The pursuit of truth. Flexibility. Risk. Team spirit. Action. Time planning and prioritization. Self-organization.