What does it mean to be an effective leader? Does the director need to be able to do what his subordinates do.

Appointment to a managerial position is not only pleasant and an important event career, but also a heavy, responsible burden. In order for the chair not to “sting” in the future, a newly minted boss without experience should master a number of skills, learn how to communicate with subordinates. How to become a leader - communicative and effective? What qualities do you need to develop for this? Who will help with the training? What is the principle of interaction with subordinates?

How to organize the workflow?

The ability to focus the attention of employees on achieving a common goal is one of the key professional qualities of a manager. As practice shows, subordinates who have an idea of the final result of the activities of the entire team are more motivated and charged with team spirit. It happens that the expected result is greatly delayed in time, which undoubtedly undermines the incentive to work. In this case, instead of a long-term goal, the boss can set a number of intermediate tasks for the employees of the department (enterprise).

Ignoring goal setting is not the only management problem. A common mistake of a manager without experience is the desire to take on some of the functions of subordinates, as well as to control every step of employees. At the same time, an effective manager takes no more than 25% of the time to perform current duties and affairs. Most of his efforts are aimed at organizing the process:

development of the company's strategy;
optimization of the organizational structure;
increasing the professional competence of subordinates.

In a company where the staff is correctly selected and the interaction of personnel is well-established, the manager does not have to be distracted from global tasks: employees cope with the daily routine.

However, control by the boss is still important. Giving orders to subordinates, the leader must monitor the implementation of the assigned tasks. It is also impossible to first give an order, and then, without waiting for the results, cancel it, reorienting the employee to the implementation of another project. In the minds of subordinates, the connection between the goal and the result should be clearly captured. And the point here is not only in motivation, but also in the self-awareness of the employee: accumulated unfinished business distracts from current tasks, creates an atmosphere of psychological discomfort. The way out of a situation where workload prevents some employees from concentrating can be the redistribution of work.

How to develop leadership and management skills?

You can become a leader, but never grow professionally. Meanwhile, competition among top-tier workers in the labor market is quite serious. The new generation of managers is more practical, mobile and independent thinking. Naturally, the face of the modern leader is also changing. Now it is not enough to be just a boss: you need to combine an organizer, mentor and leader in one person.

What qualities should be developed to truly become a leader?

Administrative and technical skills, the ability to select a team, build relationships with staff and partners.
Be communicative, receptive and critical to new information. Be able to present yourself, find an approach to employees.
To have innovative potential, that is, to think in terms of the future, to see the future, to strive for change and optimize the workflow, to be prepared for risk.
Leadership qualities are a group of psychological properties that help to win a high status in a team (self-confidence, reliability, consistency, active life position, determination).
Reputational component (honesty, compliance with ethical standards, responsibility). Resilience to stress and frustration.
Strategic thinking is the ability to set goals and objectives, predict the results, consequences of one's own and others' actions.

For the development of managerial skills, it is necessary, first of all, desire. Senior authoritative and experienced leaders can be teachers of the newly minted boss. If there are none in the company, you can turn to representatives of another organization for help. Do not forget about the great power of self-education. Webinars, trainings, seminars, reading developmental literature will help to increase competence.

The following works can be the director's desk books:

Allen David "Getting things in order";
Drucker Peter "The Effective Leader";
Stephen Covey "The Four Rules of an Effective Leader";
Jeffrey Fox "How to Become a Great Leader";
Rysev Nikolai "Technologies of Leadership";
Sutton, Robert, The Art of Being a Good Leader.

Management styles: how to communicate with subordinates

The style of communication between a leader and subordinates largely depends on the nature of the boss and the specifics of the company. If a person who heads a department (enterprise) is convinced that people do not like to work, most of all they want security and do not have ambitions, he manages in an autocratic manner. This model assumes a high degree of centralization of power and control, the use of coercion as an incentive.

A Democrat leader prefers teamwork. Appealing to employees, he takes into account, first of all, their needs for self-expression and belonging. He does not impose his idea on employees, but controls the results of their activities. With a democratic style of management, powers are delegated to the staff as much as possible, respectful relations are built between the boss and subordinates.

Having a tendency to let everything take its course, the leader is likely to choose a liberal model of relationships. With this style, subordinates get absolute freedom, and the boss plays the role of coordinator. A liberal leader is distinguished by courtesy, tolerance, benevolence, readiness to listen to criticism addressed to him and susceptibility to other people's ideas. On the other hand, he lacks perseverance, determination, and exactingness towards his subordinates.

AT real life All three management styles are not found in their pure form. Moreover, in different circumstances, the same leader can behave as an autocrat, a democrat, or a liberal. His communication model can be transformed over time under the influence of the traditions that have developed in the team, as well as internal messages, tasks and requirements assigned to him.

Regardless of which management style the leader chooses, he must be correct and polite with his subordinates. Employees should be allowed to express their (possibly very different) point of view. When one of the staff makes a mistake, the worst thing a manager can do is to publicly humiliate and insult the offender. A good manager will express all the comments to the employee in private, without shouting and swearing. At the same time, being attentive to the feelings of other people does not mean at all tolerating their incompetence, therefore, negligent employees must be parted without delay.

The leader acts according to a plan that should include all his main actions, his relations with subordinates, and should also be allocated time to think about promising issues and time to improve his skills.

The leader who works according to the principle open doors”, - that is, who wants to go to the office, when he wants and on any issue, he cannot count on the rational use of his time.

Who wants to order, he must be able to obey - only then will he learn to manage.

A leader who is poorly versed in special problems, the management of the implementation of which is his competence, is like a blind man who undertakes to be a guide.

One must be bold and decisive; nothing compromises a leader so much as lack of initiative and cowardice, fear of taking responsibility, constant expectation of instructions from above on what and how to do.

There is no need to postpone the solution of the issue for no reason: the burden of unresolved problems puts pressure on the psyche and makes a person irritable.

Do not rush to make changes to already decisions taken until you figure out what actually needs to be adjusted. Hasty, and therefore insufficiently thought-out actions often do not bring benefits.

Do not rush to conclusions on issues on which you need to express your views. Before studying all the necessary information, consult with experienced people and carefully listen to any opinions on these issues.

Load subordinates with work in such a way that they learn to value time - there is nothing worse than forced idleness.

In case of failures, do not complain about external circumstances, look for the source of failures in yourself. Remember that a manager who easily finds excuses for everything and everything is rarely an expert in anything else.

Unforeseen circumstances are faced, as a rule, by managers who are unable to predict them, feel their approach and prepare for them.

Distribute tasks based on the experience and abilities of each worker. It is impossible to give instructions that clearly exceed the capabilities of the employee. The task should be difficult, but doable.

When giving a task, it is necessary to explain to the subordinate its purpose and meaning, and also to check how the subordinate understood the task. This will help him act consciously and take the initiative.

You can not give several important and urgent tasks at the same time: this sprays the attention of the performer. It is recommended to prioritize tasks and highlight the most important and urgent ones.

It is unreasonable to rely only on oneself, considering oneself to know everything and be able to do everything, and subordinates as illiterate, unskilled people.

Never do yourself what your subordinates can do, except when you need to show a sample of performance or an example.

Participating in all matters and delving into all the details, receiving visitors holding a telephone receiver in one hand, and signing a letter with the other and at the same time talking with an employee standing next to you is far from the best style of work.

The absence of instructions "from above" is not a reason for inaction. Issues within the competence of the head must be resolved by him independently without special permission from the highest authority.

Be sure to control the execution of each task: the lack of control can lead the employee to the idea of the uselessness of the work performed, at the same time, petty guardianship of the subordinate should be avoided.

If there is at least one idler among your subordinates, do everything possible to make him work, otherwise he may undermine discipline in the entire team.

When the decision proposed by the employee does not contradict your opinion in principle, give him maximum freedom: there is no need to discuss trifles and interfere with the manifestation of his initiative.

Each achievement of the employee and his initiative must be immediately noted. Do not forget to thank the subordinate, preferably in the presence of other employees, for a good job. A person is encouraged by a positive assessment of his actions and upsets if his successes are not noticed.

Each time, celebrate with satisfaction the positive changes in the behavior of the unyielding employee that he managed to achieve. Convince him that you are for reasonable compromises and do not share the slogan "all or nothing."

Do not be afraid if your subordinate turns out to be more knowledgeable in some matter; rejoice in such support and maintain it. The good reputation of subordinates is the praise of the leader and is put on his merit.

Don't make promises unless you are sure they will be kept. A real leader does not throw words into the wind, weighs each of his promises and, if it is given, fulfills it with all energy and perseverance.

Create and constantly maintain the material and moral interest of subordinates in the final results of work.

It is better not to get carried away with punishments; if you are not completely sure of the guilt of the subordinate, then it is preferable to refrain from punishment.

Joke yourself and let others joke. A good joke creates an atmosphere of trust, makes work more attractive and productive. However, in your jokes, beware:

put a person in a stupid position;
offend other people's intimate or family affairs;
express your dislike or mock someone;
do not take into account someone else's pride, offend human dignity;
laugh when it's not funny, or laugh at a joke before others;
laugh at those who do not understand something.

Keep yourself even with people, do not lose your temper under any circumstances. He who cannot govern himself cannot govern anyone at all.

Remember that the leader has no right to be offended. He must analyze the situation and make a decision.

Do not try to gain a reputation as a "good" leader by being familiar with subordinates.

Do not say something harsh and all the more insulting in a dispute. Consider that every person has a sense of self-worth. To understand the point of view of opponents, try, at least for a minute, to put yourself in his place.

Remember: the spark of respect and, moreover, love planted in the head of a leader can charge him for creative selfless work, regardless of time.

Never use power until you are sure that all other means of influence have been exhausted; act by the method of persuasion, find an individual approach to each employee with the maximum possible consideration of the characteristics of his character, knowledge, experience and attitude to work.

Do not abuse the patience of subordinates, be brief in a business conversation with them.

Always try to find out in advance how relevant your criticisms of subordinates may be in each case, keeping in mind that their mistakes may be due to good reasons.

In order not to humiliate the subordinate unnecessarily, do not make comments to the subordinate in the presence of a third person. Do not speak unkindly or insultingly about subordinates in their absence, express your claims to them openly.

When evaluating the behavior of subordinates, do not attach too much to random and secondary details. great importance.

Know how to soberly evaluate the results of your activities, admit your mistakes and reverse the wrong decisions.

Modesty is not only an adornment of a person: one can be modest without being smart, but one cannot be wise without being modest.

Listen attentively and sympathetically to any criticism and any suggestion of a subordinate, even if it is insignificant. Otherwise, the subordinate will be silent in other, more important cases. A leader who neglects fair criticism inevitably opposes himself to the team and ultimately loses the ability to manage effectively.

In the manner of speaking, professional literacy, general culture and moral image of the leader are manifested. A favorable impression is made by the simplicity of speech, well-chosen intonations, facial expressions, restrained economical gestures and postures, apt and appropriately spoken word.

It is desirable that there be no formalism in the actions of the leader, so that all of them are dictated by expediency.

Sometimes it is helpful to comment in the form of a question: “Do you think there is a mistake here?” or "Don't you think something should be changed here?" rather than saying the same thing in a blunt way.

In general, you should try to give instructions not in an orderly tone, but in the style of confidential communication: “please”, “be kind”, etc. If you have authority in the team, then everyone will understand the request addressed to him as an instruction that must be followed .

The appointment of any employee should be coordinated with the manager to whom he will be subordinate. Then this leader is imbued with a great sense of responsibility for the activities of the new employee and tries to help him, especially at first.

Be optimistic and difficult situations do not lose courage: this instills in subordinates confidence in the success of the case.

You need to be able to understand people well, especially in your immediate environment. Toadying and immoderate praise often turns the head of immature leaders, prevents them from correctly assessing the situation and the results of their activities.

Not better way lull the leader's vigilance than flattery, especially since it is often difficult for him to distinguish it from sincere respect and recognition of merit. However, the constant reminder even of real merit is a form of flattery.

Do not try to create around yourself a group of "reliable persons" in order to secure support in the team: this will inevitably damage your prestige and destroy the team.

The leader himself should never be late anywhere and is obliged to demand the same from his subordinates.

You must be principled not only with subordinates, but also in communication with your superiors, correctly inform them about the state of affairs in the system you manage, and defend the interests of the cause.

The leader should use the word "I" as little as possible. The frequent use of the word "I" is caused by secret complacency and extreme ambition. It indicates that the leader wants to emphasize his importance and exclusivity. Such behavior of the leader, as a rule, causes irritation among subordinates and disgust for everything that he says and ascribes to himself.

From any leader, the correct performance of tasks is required - efficiency. Mentally brilliant people can be inefficient workers. Mind, imagination and knowledge only in combination with efficiency are embodied in results.

Until recently, the main problem of the organization was the productivity of manual workers. Over the past hundred years, we have learned how to measure it and have increased the productivity of an individual worker many times over. At the heart of the activities of modern organizations is intellectual work.

It cannot be measured by the criteria derived for physical labor;
Not quantifiable;
Not measured by costs incurred;
The contribution of managers does not depend on the number of subordinates;
Efficiency is results, not the amount of managerial work.

Management development books present a portrait of the "manager of tomorrow" as "a man for all seasons", such people the world has always been in great need of. Universal Genius Required:

Ability to analyze;
Make decisions;
work with people;
Think creatively;
Good at math;
Understand characteristics their company and management structure.

Companies recruit people who, at best, have one of the desired qualities. Form the organization so that any person who is strong in one area or another can use his skills and abilities in the work. Bet on expanding the horizons of people's activities with the help of tools available to them. Do not count on a sharp jump in the development of personal abilities.

Distinctive feature effective leaders - the ability to achieve a positive result in everything. Five habits that a leader needs to develop in order to work effectively:

Know what your time is spent on. Work on time management, increasing its efficiency.
Focus on accomplishments outside the organization. Focus not on getting the job done, but on the end result.
Develop strengths - your own, your bosses, colleagues, subordinates. Do not focus on weaknesses, do not start with tasks that you are not able to solve.
Focus on areas where high-quality work will lead to outstanding results. Set priorities and stick to them.
Make effective decisions. Right decisions are a system, a series of right steps in the right sequence. An effective decision is based on disagreement, not consensus. Quick decisions are wrong decisions. Solutions should be few, but they should be fundamental. What is needed is the right strategy, not inventive tricks.

Allocate your time

The resource of time is irreplaceable! Learn to manage your time - first determine as accurately as possible what it is actually spent on and reduce its unproductive use as much as possible. Consolidate the time you can control into larger blocks, don't do 20 blocks, do 5.

The time management process consists of three steps.

Time registration

Consider the amount of time spent on work, analyze your effectiveness.

The first step to improving the performance of a manager is to accurately record the actual time spent. Record your time spending regularly. Identify the most unproductive activities and get rid of them. Make a new work schedule after each check. Ask yourself diagnostic questions:

What happens if you don't do it at all? If the answer is "nothing" - abandon this case.
What activities that I am responsible for can someone else do and do as well or better than me?
What are my activities that waste time without adding value to my work?

Time Management

Make a plan for useful and necessary things. Poor management wastes your time in the first place.

Identify wasted time due to lack of system or shortsightedness. Recurring crises at work year after year are a good signal for action. The crisis that happened for the second time should not arise again.
Make sure that there is not too much workforce - this reduces efficiency. In such cases, workers spend more time “interacting” than working. If leaders spend more than a tenth of their time solving "human relations problems" - the team is too big.
Excessive number of meetings is an indicator of poor organization of work. The task should be holistic, do not break it into several subtasks, when responsibility is shared between many people and the information does not reach those who really need it. Meetings should not be the rule, but the exception to the rule.

Time Consolidation

Group tasks into large time blocks. Work time will be wasted if it is split into blocks of 15-30 minutes. There are many ways to consolidate blocks of time. You can work from home one day a week; schedule meetings, checks, discussions of various problems for two days of the week; make a daily load schedule every morning, before leaving for work.

Discretionary time is spent doing things that bring the highest return. Estimate how much you have at your disposal. Set aside whole blocks of time for specific activities. Constantly review your schedule and get rid of the least productive activities.

Do not leave the plan on paper - work with it constantly.

Managers often have to deal with ineffective but necessary things: talking with the best clients, participating in meetings of subordinates, providing information ... Try to entrust such matters to responsible subordinates. To achieve real results, the knowledge worker must focus on the achievements and goals of the work of the entire organization.

How can I contribute to the success of my organization?

Remember your responsibility to the company. A person who focuses all his attention on ongoing efforts and constantly emphasizes his authority and power is just a subordinate, no matter how high his status in the organization.

Leader's personal responsibilities

Every organization needs to excel in three main areas:

Immediate results;
Development of values and their confirmation;
Preparing employees for the future. If the organization fails in one of these areas, then it will first be in a state of stagnation, and then cease to exist. It is in these areas that the leader should contribute.

The inability or unwillingness to change in accordance with the requirements of a new position is a common reason for the failure of a leader. Not only the results to which its activities are directed change, but the overall importance of the three main parameters of successful work changes.

How to improve the efficiency of a specialist

It is necessary to give a specialist the opportunity to work effectively in his niche. He must clearly understand who will use the results of his work and what the user needs to know and understand in order to do his work productively. You need to take care of the practical applicability of your product. The main thing is not to produce generalists, "jacks of all trades."

Right interpersonal relationships

Proper interpersonal relationships arise when, in work and relationships with others, the leader focuses on his contribution to the common cause. Requirements for effective interpersonal relationships:

Communication;
Teamwork;
Self-development;
development of other people.

Efficient Assembly

The main rule is to initially focus the meeting on a specific result.

An effective leader must clearly know what he wants to achieve through a meeting, report or presentation. The content of such events should be carefully considered and communicated to the participants in advance.

How to strengthen strengths

To achieve results, use all the possible strengths of subordinates, partners, superiors and your own. Make your strengths as productive as possible.

Selection of employees based on their strengths

Recruitment rules:

1. A position that has already been replaced by two or three people who did an excellent job with their duties in previous jobs should be considered impossible. Change it.

2. Make every job big and meaningful. The job assignment should be so broad that all the strengths of the employee are manifested in full force - this will reveal his strengths in the candidate.

3. Start working with people by discovering and properly using their potential, rather than entrusting them with standard responsibilities. Do not try to assess the potential of an employee, potential is only a promise. Successful managers develop their own evaluation forms, which consist of listing the achievements of employees in their previous positions and four questions:

What does he do well?
What else can he do well, based on his abilities?
What does he need to learn to use his strengths to the fullest?
If I had children, would I like them to work for this person in the future? Why?

4. To use strengths, you need to be able to put up with weaknesses.

5. Avoid the dangerous trap of creating posts for a specific person.

How to manage your boss

Emphasis on the strengths of his leader, that is, creating conditions for him to take actions that he is capable of, makes efficient work both himself and his subordinate.

If your boss's strength is political ability in a position where politics is critical, first introduce him to the political aspect of the situation. He will understand what is at stake, and effectively use his strengths, taking into account the new direction of politics.

Increasing your own efficiency

Do what you do best, constantly look for what else you can do.

An effective leader always observes his own work, its results and tries to track general trends: how to work more effectively with the audience or what time of day is better to write presentations, take quick notes or carefully work out each proposal.

To be effective, it is necessary to expand opportunities and limit problems. The standards for the performance of a group of people are set by the example of a leader - your performance should be based only on your strengths.

Everything has its time

The main secret of efficiency is concentration. Do the most important things first and never do more than one important thing at the same time. Rigid self-discipline, iron willpower and the ability to say “no” are needed. This will help you in solving a huge number of problems.

To do one thing in one period of time means to do it quickly. People who are able to do a lot of things, different in nature, take turns doing them.

Letting go of the burden of yesterday

Systematic getting rid of the old is the only way to effectively start a new one. Get rid of past failures; yesterday's successes that have ceased to be productive; activities that did not bring the desired results.

The problem with established organizations is not lack of creativity. Often all their employees are too busy solving problems yesterday. Stimulating creativity is successful even in the most limited, bureaucratic structures, if programs and activities are regularly checked for their relevance and any unproductive activities are immediately stopped.

Priority and other issues

Setting priorities is a simple task. It is more difficult to identify non-priority tasks that should be postponed and strictly adhere to your decision. Courage, not analysis, dictates the really important rules for setting priorities:

Choose the future, not the past;
Focus on the opportunity, not the problem;
Choose your own direction, and do not go with the flow, following the winners;
Set goals that will give visible results, not those that are achieved safely and easily.

Impose your own prioritization of tasks, despite the limitations of time and circumstance. This is the leader's only hope of becoming the master of his time and circumstances, and not their slave.

Decision making process

Effective leaders think in strategic and big terms. Do not set yourself the goal of solving current problems, do not make too many decisions. Focus only on the essentials. Don't try to make quick decisions.

It is necessary to know when the decision should be based on principle, and when - proceed from the needs of the moment and pragmatism. Most of the time in this process is spent not on making decisions, but on putting them into practice. The implementation of an effective solution should be simple and as close as possible to the capabilities of the average worker.

Effective Decision Making Process:

Ask yourself: "Is this situation typical, or is it an exception to the rule?" Solve a common characteristic problem by establishing a principle. Exceptions need to be dealt with on a case-by-case basis.
Be clear about what is to be achieved specific solution. What goals does it pursue? What are the minimum tasks before him? What conditions must it satisfy? An effective solution must be consistent with the goals, otherwise it is inefficient and inappropriate.
Start with what is right, not what is acceptable. At the end, you still have to compromise. If a person does not know how to meet the boundary conditions, he cannot choose between the right and wrong compromise, and this often leads to errors.
The implementation of the solution takes the most time. No solution will be effective if mechanisms for its implementation are not developed from the very beginning. No decision can be considered made until someone is held accountable for its implementation. Turning a decision into action requires answers to several questions: “Who should know about this decision?” “What actions should be taken?” “Who will have to take them?” did you manage to complete it?" Actions must be appropriate to the abilities of the people who will be entrusted with their implementation.
Provide a feedback system to continually review the implementation of the solution and check against the implementation plan. Effective feedback requires organized information, numbers, and data. The leader must personally check how his decisions are being implemented, otherwise his activities will be ineffective.

Effective Solutions

Any decision is a choice between options. To make an effective decision, collect the maximum number of opinions, supported by facts. Develop in yourself and in your colleagues the habit of determining what to pay attention to, what to study and what to check. This is the basis of any effective solution.

An effective decision is not the result of a consensus in the assessment of the available facts, it is the result of conflicts of different opinions, as well as a serious analysis of a variety of options.

The development of a suitable evaluation mechanism is associated with a certain risk. In order to make a judgment, one must have options to choose from. Only when there are options can we hope to make an informed choice.

The first rule of decision making is don't make a decision until you hear opinions that contradict yours. Why, when making a decision, you should insist on counterarguments:

This is the only way to prevent a situation where the decision maker becomes a prisoner of the organization. The way to break free from the trap of prejudice is to ensure that objections are documented and carefully considered.
Only disagreement provides alternatives to the proposed option. A decision without an alternative is just a desperate gambler's move, no matter how carefully thought out. Look at opposition as a vehicle for thinking about solutions.

Every decision is an intervention in a well-established system. A good leader will not take risks and make unnecessary decisions. A decision should be made if the situation is likely to worsen without it. Opportunities often lead to improvement rather than radical change.

You are ready to make a decision if: the requirements are thought through, the options are explored, the risks and benefits are weighed, but this is not enough. In this situation, a successful leader must resist the temptation and conduct research on this issue again.

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Ministry of Education of the Republic of Belarus

educational institution

"Gomel State Technical University named after. ON. Sukhoi

on the topic: "Effective leader"

Gomel 2013

Introduction

The work of the manager and his effectiveness is one of the key points that affect the efficiency of the entire enterprise.

The effectiveness of a leader is not due to the "talent" and certainly not the "brilliant abilities" of a person. An effective leader uses practical techniques that can and should be learned. The fact that people are generally able to control other people has not yet been proven by anyone. But you can always manage yourself. Managers who do not know how to manage themselves to improve their performance will not be able to effectively manage their colleagues and subordinates. Management is largely carried out by example. The effectiveness of an individual's work increasingly depends on his ability to work effectively in an organization, in a leadership position. The leader in the team is the key figure. The essence of the leader's work is its effectiveness. Whatever the leader does, he is required, first of all, to correctly and efficiently perform tasks that depend on his abilities. But in order to become an effective leader, you need to learn new rules of the game. The business environment is changing today, and at a truly unprecedented pace. The job of a leader has also changed. The times when he played the role of a dictator, and when there was a clear boundary between the leader and subordinates, are long gone. The command-and-control method of management no longer fits into the modern business structure. The modern scheme of relationships is built on partnership between the manager and the staff. The main task of management today is to take responsibility and make decisions. To do this, the leader needs to listen to his intuition and correctly prioritize and then act actively.

A successful leader must have complete information about his company, products and services; people employed in the enterprise; about competitors. He must own management processes and skillfully manage human resources. Be a jack of all trades. It is equally good to understand personnel, accounting, marketing, and production processes. He must see and hear everything and constantly improve.

Management becomes effective only when the leader has the conviction that the main thing in production is people. All actions of the manager must be permeated with the belief that people are the highest value and the ability to motivate and aim them at work is the most important component effective leader.

management effective leader

1. Qualities of an effective leader

A good leader is distinguished by a high level of mental activity, since the leader affects people, their mind, and feelings. A strong, dominant, creative, self-confident personality is an indispensable condition for the professional success of a leader. The formation of the qualities of a strong personality is one of the prerequisites for the work of a leader on himself.

A leader with awareness of his strengths and weaknesses, having overcome the stereotypes of thinking that prevent building effective relationships with staff, blocking opportunities for creative, professional and personal development, must begin to work on themselves. Key qualities that an effective leader should have:

The presence of will, strong will in soft forms, excluding suppression, coercion

The ability to convince, influence the mind of people, inspire, master the techniques of suggestion

Tolerance to shortcomings, the ability to see the main thing in a person.

An objective attitude without bias and subjective assessments.

Observation

Persistence of views

The ability to memorize and retain in memory the necessary events, facts, faces

Optimism

Ability to manage emotions, restraint.

Psychological selectivity as the ability to most fully and deeply reflect the psychology of people, quickly respond to their psychological features, interest in communicating with people, in their affairs and actions, a tendency to psychological analysis of behavior, the actions of subordinates and one's own, the ability to mentally put oneself in the psychological situation of another person, empathy, empathy.

The presence of a practical mind, the ability to distribute responsibilities, taking into account individual abilities, quick orientation in situations, among people, constant consideration of the mood of the team, the ability to take into account the peculiarities of relationships in the team, act as their regulator.

Psychological tact - the ability to quickly find the right tone, form of communication, sensitivity, ease of communication, natural behavior.

Ability to listen and speak clearly.

Decency, independence, sociability.

The need for control by the leader over their emotional manifestations and the search for means of emotional discharge. The leader is constantly surrounded by people, and regardless of status, mood, personal disposition, everyone should be equal, business relationship. Emotional imbalance can reduce a person's self-confidence with all the negative consequences.

Creativity is one of the leading parameters in the structure of the manager's organizational orientation and characterizes the relationship between organizational orientation and abilities.

2. Common Mistakes leaders

Any leader makes many managerial and elementary mistakes:

2.1. POSTPONED THE DECISION TO TOMORROW OR UNCERTAINLY. To resolve this manual error, you must:

written formulation of immediate tasks;

Discussion of the problem with the nearest employees;

Establishing strict deadlines for solving the problem;

Dividing the task into parts and their step-by-step solution;

Isolation of the stress-causing component and overcoming it.

2.2 HALF-DOING THE WORK. From the point of view of the organization and in order to preserve its own nervous system It is much more useful to be limited to the final solution of only a few problems than to start many cases at the same time. To eliminate this error, it is necessary to deal only with those cases that the manager can solve today. If the task is too voluminous and complex, then it should be divided into parts so that one of them could be solved in its entirety every day.

2.3 DESIRE TO DO EVERYTHING AT ONCE. You can move on to solving a new task only when the previous task has already been solved or a clear idea has been obtained about the nature of its solution, and who will solve it. The task of the leader is to create conditions for the effective functioning of the system, and not to take part in all the details or in the elimination of every malfunction.

2.4. DESIRE TO DO EVERYTHING YOURSELF. The manager's job is to manage, not to produce. For effective activity, the leader is obliged to deal only with those tasks that no one else can solve except him.

2.5 BELIEVE THAT THE MANAGER KNOWS BEST

2.6 INABILITY TO DIFFERENTIATE AUTHORITIES. The lack of a clear delineation of the functions of subordinates is the main problem of any organization. To avoid trouble, it is necessary to clearly define the scope of duties of each employee, create clear job responsibilities.

2.7. SHIFTING THE BLAME ON OTHERS.

3. Functions of the leader

1 Planning.

The leader is responsible for planning. He decides on the sequence and timing of actions in the future. To do this, it is necessary to collect information and, on its basis, develop a list of possible alternatives development. Then you need to choose one of these alternatives, which will be the desired solution. After that, it is necessary to determine the means by which it can be implemented.

As you move up the hierarchical ladder, your planning horizons will expand. Lower-level managers plan, no more than a year ahead, while maintaining day-to-day operations and processes. Middle managers usually plan for a period of one to five years, and senior managers for five to twenty years ahead.

Planning is of the utmost importance these days. In order to gain competitiveness, all organizational moments are compressed in time. Everyone has to move and work faster.

To plan skillfully today, you need to understand that this is a non-stop process. It is carried out more than once a year during the planning and reporting campaign. Plans are created regularly and reviewed at every management level, which requires intense mental activity.

If informal planning is allowed at the initial stage, then at later stages all planning efforts should be formalized. As new information becomes available, monthly plans must adapt to the changing environment. Agile planning is what is needed today

2. Organization.

Organizational issues are one of the most important functions of a leader. It includes making decisions about the distribution of responsibilities.

In top management positions, organizational functions are much broader and more decisions about the overall structure of the company have to be made. At lower levels, organizational functions are reduced mainly to the distribution of specific tasks and to the organization of employees into groups to carry them out. Rapid technological change has a big impact on an organization. As new technological solutions appear, functional responsibilities at individual workplaces change, so employees have to be regrouped regularly. These innovations change the entire structure of the organization. Mobile structures are emerging, formed jointly with strategic partners. This achieves great flexibility and adaptability to market requirements. All the success of the leader depends on the ability to use the available resources. By recruiting and training new employees, organizational functions are performed.

3 Control.

This function is often misunderstood, especially by newly appointed leaders. Control refers to production processes and has nothing to do with petty supervision of subordinates. Control is based on comparison - this is a comparison of processes occurring in reality with planned processes.

Control should begin with the understanding by all employees of the essence of the planned processes. It is important that all employees clearly understand how they contribute to the achievement of the intended goal.

Managers at all levels are responsible for control, but the volume of controlled operations increases as you move up the hierarchical ladder. Senior managers are focused on the processes taking place on a company-wide scale - achieving corporate strategic goals or reorienting the company to new market niches. At lower management levels, day-to-day tasks are tracked.

Effective control means that it is impossible to track everything. This is where the 80/20 rule takes on special significance, where 80% of success depends on 20% of all activities. It is these 20% that need to be controlled.

In the course of control, the manager establishes an acceptable tolerance for deviations.

4. Leadership.

Leadership is the essence of leadership. Leadership is exercised by leaders at all levels. Senior managers have greater responsibility, setting the tone for the entire company. The manager of any link is obliged to submit to subordinates good example but senior managers play a key role. Leadership also involves a large amount of educational work. Because in recent times teamwork prevails, it inevitably affects managers at any level.

The basis of leadership functions is the motivation of subordinates. The leader must motivate his employees to contribute to the common cause of the company.

Managers who find the role of leader difficult lead organizations that are lagging behind, and their employees do only the minimum work required of them. Managers who excel in leadership roles lead top teams staffed with brilliant people who understand their role in the overall organization of the process and achieve their goals.

The role of a leader in a team involves the ability to clearly explain to employees what is expected of them. To do this, you need to choose the best communication channel and make sure that subordinates understand everything correctly.

All these four functions are characteristic of each level of management. However, depending on the circumstances or when moving to another position, the main focus is on one of them. To become an effective leader, you need to be able to perform each of these functions well.

4. Three types of effective leader activity

ECONOMIC - this is the ratio of the results of the organization or enterprise and the costs of achieving them.

SOCIAL - the ratio of the social results of an organization or enterprise and the costs of achieving them.

SOCIO - ECONOMIC - the ratio of economic and social results and the costs of achieving them.

The main indicator of the effectiveness of the work of the leader as an organizer and educator is the results of the work of the team as a whole and each member individually. They are measured by various production and economic indicators, which are influenced by technical, economic and organizational decisions. When characterizing the effectiveness of the work of a manager, one cannot limit oneself only to production and economic indicators of labor. It is also necessary to take into account socio-psychological factors, such as a set of indicators of the vital activity of the team. To socio-psychological indicators characterizing the activities of the leader include: the coincidence of the formal and informal leader, the psychological compatibility of the team and the psychological climate.

The effective activity of the leader depends on his abilities (the properties of the individual, the totality of which determines the success of the performance of some activity).

Ability to ensure positive self-organization of the management system. The head is given the right to decide on the selection and placement of personnel in his unit. A strong leader selects strong subordinates, a weak leader selects weak ones. The harm from a weak leader is great: firstly, it is ineffective activity, and secondly, it is negative self-organization.

Each leader can be evaluated by his business, professional qualities.

A good leader knows how to correctly evaluate the performance of his subordinates, trying not to involve weak subordinates in solving complex, important issues and tasks.

Since people are the most important organizational resource, the manager must devote most of his time to managing people. The leaders are essential tools implementation of management methods, then insufficient attention on their part to this is transformed into a poor quality of personnel management.

In the process of changing the old control mechanism and the formation of a new one, a qualitative revolution is taking place in the power of control. New, unusual situations are being born that require extraordinary and effective methods of influence. Well-trained leaders are needed in the leadership of the organization.

5. Leadership process

The activity of the leader as an element of the management system is built on the basis of the requirements arising from the objective laws of social development, and participation in the creation of a moral and psychological climate in the team, as an activity to determine the main goals of any social systems, as well as ways to achieve them, development strategies. In an organization, in an enterprise, leadership is expressed in activities aimed at ensuring the purposeful, orderly functioning of people in groups.

The management process consists of a set of interactions between a leader and subordinates, where the leader sets goals, controls and adjusts activities to achieve them, and subordinates ensure the execution of the activity itself. Differentiation is not conditional, since in practice all functions are inextricably linked with each other and mutually intertwined:

ADMINISTRATIVE - prescribing work, coordinating individual actions, supervising execution.

STRATEGIC - setting goals and choosing methods to achieve them, planning and forecasting.

EXPORT ADVISORY,

COMMUNICATIVE AND REGULATORY,

FUNCTION OF REPRESENTATION OF THE GROUP IN THE EXTERNAL ENVIRONMENT,

DISCIPLINARY,

EDUCATIONAL,

THERAPEUTIC.

A specialist can do a job better than the rest, that's why he is considered a specialist. Often, having become a leader, a specialist continues to do the work himself, instead of organizing the work of employees. The main task of the manager is to organize employees so that the work is done efficiently and as quickly as possible. The most important moment The effectiveness of the work of the manager is that the work should be done not by the manager, but by the employees. If a person can get someone to do the job, then he can be considered a leader, and if the work is done completely and with a minimum investment of time and other resources, then this is an excellent leader. And if those who did the work did not even suspect that someone was leading them and did not experience any discomfort from control, then a leadership genius was working in this area.

The leader himself should not participate in the performance of the work, but controls its implementation from the outside. So he sees the whole picture of actions as a whole, and can eliminate the obstacles and congestion that have arisen in time, or improve the technology for performing work. When a company becomes large, one manager cannot devote his attention to all processes with the same efficiency. Then the manager has deputies who are the same leaders, but cover a narrower, often specialized area of activity: deputies for production, deputies for organizational issues.

Good leaders, unfortunately, are rare. The effectiveness of any leader can come to naught if you overwhelm him with routine work. Solving a large number of current problems, the manager ceases to pay attention to the company's issues, and at this time the company remains without management. One way to offload a manager is to provide him with a personal assistant. The duties of an assistant include: Knowledge of the structure of the entire company and all employees and managers. The ability to find the right person in the company to do the right job. Ability to quickly process, distribute and transmit information. Ability to maintain order in his workplace and in the workplace of the head, including order in information and documentation. The ability to determine the importance of incoming information and shield the manager from unimportant and unnecessary information. Ability to represent the interests of the manager in his absence at meetings with clients or employees. The ability to control the execution of orders and orders of the head, to achieve their implementation.

6. Leadership style

Leadership style is an attribute of any management apparatus. This distinguishes between individual and general leadership styles. Individual style is considered as a special form of combination production function leader with his function of regulating personal relationships between members of the team subordinate to him. Features of the leader's personality include a subjective beginning, a subjective element of style:

Principles and attitudes that determine the ability to use power;

The specifics of the mental warehouse of the leader - his temperament and character;

The choice of forms and methods of influencing subordinates in each specific situation; unique personal qualities that determine the managerial style;

Individual features of the performance of social roles;

The level of professional knowledge, intelligence, culture that determine the nature of behavior.

Subjective factors depend on the personality of the leader, and objective factors are formed under the influence environment. The objective style of the leader is dictated by a conscious goal that determines the method and nature of his actions:

The specifics of systems, goals, objectives, structures;

Control patterns;

The functional purpose of the scope of a particular activity;

Features of the led team - structure, level of training, nature of relationships, socio-psychological traits of performers;

The level of management practice;

Management methods and techniques used by management;

Finding the right path of leadership is a field of effort for many people. The ongoing changes in the modern, technically intensive, progressive, informational world force us to reconsider the norms and values of managing people in organizations and enterprises. The problem of leadership style is the topic of the interaction potential of people involved in joint activities. Style acts as a psychological system and consistency with the totality of the leader's activities with the external environment.

Leadership style is a stable set of traits of a leader that manifests itself in his relationship with his subordinates. This is the way in which the leader manages subordinates, and in which a pattern of his behavior independent of specific situations (stable and invariant) is expressed.

The style of leadership that is most appropriate for the situation and preferred by subordinates depends on the personal qualities of subordinates and the requirements from the outside. external environment. If subordinates have a strong need for self-respect and belonging, then a support style (focused on human relations) will be most appropriate. If the subordinate has a need for autonomy and self-expression, he prefers an instrumental (task-oriented) style.

7. Basic management styles

There are many approaches to defining an effective leadership style. The most complete and adequate analysis of leadership style can be built on the basis of a three-factor model (M. Birkenbill, F.E. Fidler):

C POSITION OF PERSONAL QUALITIES.

According to the personal theory of leadership, the best leaders have a certain set of personal qualities common to all, and if these qualities are identified, then people can learn to cultivate them in themselves and thereby become effective leaders. Such personal qualities include: education, honesty, intelligence level, initiative, a high degree of self-confidence, impressive appearance, etc.

BEHAVIORAL APPROACH.

Efficiency is determined not by personal qualities, but by the manner of behavior towards subordinates.

1. The minimum degree to which the leader delegates his authority to his subordinates, the desire to achieve goals at any cost without providing any or a minimum of trust to employees.

2. Determined by the desire to achieve goals by creating a businesslike, trusting environment in the team.

SITUATIONAL.

Efficiency is determined by the type of organization: values, traditions of the organization, the size of the working unit, geographical location, the presence of branches, the degree of internal and external stability of the organization, the secrecy of activities, etc.

Group effectiveness: experience of group functioning together, commonality and common understanding of goals, compatibility of group members, confidence of group members that they are able to solve problems.

Efficiency is also determined by the nature of problem solving: difficulty, originality, urgency, requirements.

A SOCIAL EXCHANGE APPROACH.

If the leader every day pays great attention to the behavior of subordinates, then subordinates also influence how leaders behave. The effectiveness of this campaign is that each side benefits. The manager helps subordinates to receive the desired reward, directing them towards the goal of the organization. Subordinates, doing a good job and exposing the leader in a favorable light, help him gain the status of privileges, which is associated with power, influence, prestige.

LEADERSHIP STYLES K.LEVIN.

An individual set of roles of a particular leader with features of their performance characterizes a certain style of leadership.

K. Levin proposed to divide the systems of influence of one person on a group of people into:

These are rigid, centralized methods of management, intersections of initiative, individual solutions to major and minor issues in the life of the team. Leaders of the authoritarian style concentrate all power in their hands and do not encourage the formation of relations between subordinates. Consciously limit contacts with subordinates and between subordinates.

Such a leader is dogmatic, longs for submission to his will, does not tolerate objections, does not listen to other people's opinions, often interferes in the work of subordinates and tightly controls their actions. He cannot stand criticism, does not admit his mistakes, but loves to criticize others.

The main mechanism of administrative influence in an authoritarian style is suggestion, and the form of influence is an order, an order.

The autocrat works a lot, makes others work, including after hours.

It is most effective in extreme conditions, with a time limit and in large enterprises. Under these circumstances, management should be the most centralized and unidirectional.

Orientation to formal methods of influence leads to the fact that tension and conflict increase among subordinates.

The main disadvantage is the lack of respect for their subordinates.

An autocrat can also exert psychological pressure on his subordinates, which manifests itself in the form of threats.

The lack of structured relationships leads to the fact that often subordinates do not know the goal, which is known only to the leader, and the activities of such leaders are meaningless, imitative.

DEMOCRATIC STYLE.

This is the distribution of functions and responsibilities, autonomy between members of the group. The main principles of the democratic style are collegiality and encouragement of initiative. A leader practicing a democratic style is focused on persuasion as the main mechanism of influence, and group procedures (meetings, conferences) are used as the main form of influence.

The leader-democrat in all his activities personally deals only with the most complex and important issues, leaving subordinates to decide everything else. He often tries to consult and listen to the opinion of his subordinates. He never emphasizes his superiority, reasonably reacts to criticism, does not avoid responsibility.

In psychological literature, this style is the ideal form of management.

It is most effective in situations where activities are carried out under standard conditions, so it is possible to adopt algorithms for discussion and group decision-making.

DISADVANTAGES OF DEMOCRATIC STYLE

Despite the collegiality, the main decisions are made at the highest level of management, and employees act as an advisory body.

Orientation to democratic procedures leads the leader to the conviction that these procedures themselves ensure the correctness of the decisions made and their effectiveness. With this style of management, the order of decision-making always dominates the task and content of the problem under discussion.

In non-standard conditions, due to lack of time, this style is ineffective.

ARCHAIC, LIBERAL, PUSHING, NOMINAL STYLE.

This is an immiscible style, allowing employees to work without visible management, the manager's departure from the performance of managerial roles. The main mechanism of influence is survival. Such a leader does not assume any responsibility, does not influence the process of distribution of functions among subordinates, giving them complete independence in decision-making and in determining the forms of their implementation.

It is distinguished by the lack of scope in activities, lack of initiative and constant expectation of instructions from above. The leader-liberal does not like to take responsibility for decisions, and for the consequences when they are unfavorable. They are careful in business, decisions. They are distinguished by uncertainty in their competence, in their position, inconsistency in actions. They are easily influenced by others, tend to yield to circumstances. In relationships with subordinates, they act as an intermediary, polite, friendly, help in solving problems.

Their subordinates have great freedom of action, and use it at their own discretion, they themselves set tasks, they themselves choose ways to solve them. As a result, the prospects for the performance of work are highly dependent on the interests and mood of the workers themselves.

It is the most pernicious of all styles.

This style, despite all the shortcomings, can be quite effective, especially with highly qualified personnel.

All these three styles are practiced despite the negative effects, despite the shortcomings of management styles, each of them is most effective in certain conditions.

MODERN APPROACH. (T. Horse).

Modern research tends to represent as accurately as possible in their models the features of the leader's behavior in the process of solving organizational problems.

The Japanese theorist T. Konyu built a four-style model of the behavior of a top manager, where each style contains the corresponding managerial qualities.

INNOVATIVE - ANALYTICAL

This is an energetic innovator and at the same time a good organizer. It reflects the following elements of managerial behavior: loyalty to the firm, energy, innovation, sensitivity to new information and ideas, the ability to make quick decisions, and ensure good integration. This style is distinguished by clarity in the formation of goals and attitudes, readiness to take into account the opinions of others, tolerance for failures. Decisions are made in the process of interaction between different levels of management, many goals, ideas are generated as a result of a simple accumulation of information and projects are combined in a comprehensive plan - systematic decision making.

INNOVATIVE - INTUITIVE.

Capable of innovation, energetic and authoritarian leader. It reflects the following elements of managerial behavior: selfishness, energy, innovation, sensitivity to new opportunities thanks to intuition, ideas based on intuition. This leader tends to make quick decisions without sufficient consideration of resources. Decisions are made in the process of generalization of private proposals, the entrepreneurial method of decision-making.

CONSERVATIVE - ANALYTICAL.

This is a theorist striving for perfection, but without risk. This type is: theoretically consistent, idealistic, principled, sub-optimizing, gradual. Without enough-necessary information, he never makes a decision.

LEADERSHIP FOCUSED ON WORK AND PEOPLE.

The managerial style rating system based on McGregor's theories X and Y assumes that a leader will inevitably be either work-oriented or person-oriented.

The main task of a person-centered leader is people. It focuses on increasing labor productivity, by improving human relations, through mutual assistance to workers. The orientation of this style causes a good attitude of the staff towards the manager, job satisfaction and a desire to perform work with the highest efficiency. A high degree of satisfaction reduces employee turnover, but does not always increase labor productivity. Behavioral styles of leaders affect the satisfaction of subordinates if higher performance is rewarded. The leadership style most appropriate to the situation and preferred by subordinates depends on the personal qualities of subordinates and the requirements of the external environment. If subordinates have a strong need for self-respect and belonging, then a support style (focused on human relations) will be most appropriate.

In a crisis situation, the low level of needs of employees does not lead to an increase in satisfaction, as it causes confusion and other negative emotions in the team.

A work-focused, task-oriented leader. He takes care of the design of the task and the development of a reward system to increase productivity. The advantage of this system is that in it actions and decisions are made quickly. This style uses: strict control over the work of subordinates and unity of purpose. Also, this style is used in cases that do not require creative work. If the subordinate has a need for autonomy and self-expression, he prefers an instrumental (task-oriented) style.

1. Effective managers need to know what they are spending their time on. The ability to manage your time is an essential element of productive work.

2. Effective managers must focus on accomplishments that go beyond their organizations. They should be focused not on the performance of the work as such, but on the final result. A good manager, before embarking on a particular task, asks himself the question: “What results should I achieve?” The very process of work and its methods fade into the background for him.

3. Effective managers must build their activities on strong qualities, both their own and those of their leaders, colleagues and subordinates, and are also obliged to look for positive points in specific situations.

4. Effective managers focus their attention on a few critical areas in which the implementation of the assigned tasks will bring the most tangible results. They must learn to set priorities for work and not deviate from them.

5. Finally, effective managers must make effective decisions. And this is, first of all, a question of consistency, that is, the process of completing a task must take place in the correct sequence. It should be remembered that an effective decision is always a judgment based on “disagreement of opinion” rather than “consistency of facts”. Too much haste leads to bad decisions. There should be few solutions, but they should all be fundamental. Decision-making must be guided by the right strategy, and not momentary tactical considerations.

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Why be a good leader

Supervisor is an effective manager. It is from his ability to establish manufacturing process and finding an approach to the team depends on the qualitative and quantitative indicators of the company, department, etc.

The concept of a "good" or "bad" boss is very subjective. After all, you can not find the perfect person who will please everyone. Nevertheless, the leader must be respected, valued and a little feared by subordinates.

A lot of directors or bosses who have just taken a leadership position behave “wrongly” and this affects the atmosphere of the team, which entails a decrease in the efficiency of each employee.

In order to be clear about what is at stake, consider the following example.

3 days ago, a department of the company was headed by a new boss. He is quite young and came to this position from another company. As a specialist, he does not know much, but nevertheless does not want to study and learn something new. He is Boss. Therefore, he behaves arrogantly, shifts part of his work to others and is incompetent in many matters. He considers himself an excellent leader, because he thinks that he is afraid and respected.

In fact, the staff does not like him, does not appreciate, does not respect and considers him an arrogant upstart. Looking at the boss, employees lose their enthusiasm, and the performance of the department gradually falls. All due to the fact that everyone works on their own.

Team is an association of people who work towards the same goal. It can be compared to a watch mechanism, where each gear is important in its own way. And the boss is the cherished key that starts the mechanism and knows how to make it work.

If you want to improve the quality of the work of a department or company, earn the respect of colleagues and subordinates, and move further up the career ladder, then you definitely need to become a good leader. And now we will tell you how to do this.

Who can be the leader

In fact, good leaders are not born, they are made. At any age, a person can feel the strength of a leader. According to statistics, 4 bosses out of 10 become good leaders. This indicator is not affected by gender or age. An excellent director can be both a young, purposeful graduate of a university, and a man of advanced age with rich experience.

Who is better man or woman

Nowadays, both men and women can become leaders. Women directors are tacticians, while men are strategists. It is harder for the fair sex to win the authority of the team. You will have to prove your professionalism, especially if most of male employees.

Men are more stress resistant. They are not so quick to go to extremes. However, women are more attentive to their subordinates.

Answer unequivocally the question "Who is better?" it is impossible, because everything depends on the person and his character. Therefore, it is equally possible and necessary for women and men to fight for the title of “Good leader”.

Qualities of an ideal boss

In order to become a first-class leader, you need to realistically evaluate your positive and negative sides character. All people are not perfect, but people who take leadership positions should be able to suppress the negative sides of their disposition and develop good traits.

So, consider what an ideal director should be:

quick-witted;
Master the basics;
Responsible;
Punctual;
Psychologically stable;
human;
Compulsory;
Punctual;
Know how to deal with your fears
Don't be afraid to take risks;
active;
learners;
not lazy;
Peaceful;
friendly;
not stupid;
Not melancholic, etc.

Mistakes Most Managers Make

Not every boss can be elevated to the rank a good leader. All due to the fact that they make a number of mistakes that discredit them in the eyes of their subordinates.

Consider the most common mistakes:

Lack of desire to stress. Some managers, as soon as they take office, think that they have climbed to the top of the mountain and now they can relax and do nothing, thereby shifting part of their work to subordinates. In fact, you need to clearly understand that the higher the position, the more you have to work. Subordinates can help you in the early days, but you must do your own work.
Failure to value employees. Every employee who does a good job deserves minimal encouragement (at least verbal).
Failure to organize work. The manager must thoroughly know the entire production process. Very often, due to the fact that the boss does not understand all stages of production and does not know who is responsible for what, he attributes any troubles to the unprofessionalism of the team.
Lack of desire to improve, to learn something new. Very often, managers who have been in office for many, many years believe that they know everything and are not eager to learn and learn something new. But life and technology do not stand still. And modern man should be improved, especially the leader.
Appropriation of other people's merits. Let's look at this error with an example. A talented employee who has made some discovery works in a scientific laboratory. Instead of talking about the achievement of his employee, the head of the laboratory tells everyone that “THEY” did it. Such a boss believes that this discovery is his personal merit, since he is a class worker if an employee has reached such heights under his leadership.
Display of rudeness and disrespect for the team. Sometimes leaders do not think about the fact that their emotions need to be controlled and break down on their subordinates for any reason. Of course, there are different moments, and so you want to let off steam. But you need to learn to restrain yourself, because ordinary workers, most often, have nothing to do with your bad mood.
The insecurity of their employees. If the director puts his own interests above others, then he never defends his team anywhere. He does not understand controversial situations and does not look for the guilty. It is easier for him to punish people (impose a fine, give a reprimand, etc.) than to figure out who is right and who is wrong.

This is not the whole list of mistakes made by leaders. In any case, you need to remember that subordinates are people for whom you bear some responsibility, and their professional failures are the failures of the leader who could not establish the production process.

Basic Rules for a Good Leader

One of the founders of management, Peter Drucker, argues that in order to become a good leader, you must use the following 5 rules under any circumstances.

Rule 1 Learn to manage your time.

Rule 2 Focus on the end result, not the manufacturing process. Intervene less in the work of your employees. Explain to them that everyone is doing a very important process and is responsible for it. Let each employee feel that he is a small boss.

Rule 3 Use and develop the strengths and positive qualities of yourself and your employees.

Rule 4 Always set the right priorities, bypassing secondary tasks.

Rule 5 Make effective decisions.

Tips for those who want to become a first-class leader

Analyzing the activities of many successful leaders, we have compiled recommendations that will help each boss earn authority in the team.

Behave “right” from the first day on the job as a manager.
Study the team well. Immediately after taking office, familiarize yourself with all the personal files of your employees. Try to remember their names. So, your subordinates will see that for you they are not just a labor force, but first of all people.
Always be honest and keep your promises.
Discuss the production process more often in a team, let subordinates prove themselves, ask them to take the initiative.
Don't be arrogant, but keep yourself a little simpler. After all, the same people work in the team, only one rank below you.
Do not scold employees in public. It is better to chastise a negligent employee in your office.
Praise and encourage staff at general meetings. You will inspire others.
Don't sit idle. A good leader always has a lot of work to do. Bad directors shift part of their work to subordinates, and then toil from idleness.
Do not be afraid to lose your position and let's develop talented employees.
Control your emotions.
Rate yourself by your worst employee. After all, part of the blame for his failures lies with you. Perhaps you did not motivate him or assigned him a task that was too difficult.
Do not spare money for material incentives for staff. If people do not have an incentive (for example, in the form of bonuses for the highest performance), then they will work half-heartedly without enthusiasm. Remember that average employees work for an average salary.
Learn to resolve any domestic disputes. Do not stand aside if there is a conflict in the team. Try to understand the current situation and help to solve it peacefully.
Require discipline. Use redemption sometimes. The main thing is that your claims are on the case.
Do not indulge the whims of employees. Be kind but strict. Otherwise, you will be ignored.
Show your competence and do not shift all the problems to subordinates.
Congratulate the team on the holidays, be interested in the health, family, children of employees.
Never go to extremes, and evaluate any situation soberly.
Study psychology and visit psychological trainings. It is on this that the healthy climate of your team depends.
Determine the place of each employee in the team. For example, someone is a generator of ideas, and someone likes the monotonous work with papers, and someone is an inspirer.
Don't single out favorites. Try to treat all employees well.

Conclusion

A good leader is a kind of "lighter". He is able to set his subordinates in the right mood, kindle the fire of enthusiasm and provoke them to do their work better and faster. The boss may not be able to do what his employees can, but he must properly organize the work and give correct installation subordinates.

Almost anyone can be a good leader. The main thing is to want this, not be afraid of change and constantly improve.