Leader. Types of managers and types of subordinates

At any enterprise there is a leader. Types of managers are determined by different criteria. The most detailed classification was given by scientists from England Mouton and Blake. Knowing what types of leaders exist, you can, after getting into the collective, choose for yourself the most effective tactics of behavior. Mouton and Blake singled out five main and three additional categories. Let's consider the main types of managers.

Care for production combined with indifference to employees

Typically, the types of managers and subordinates are in mutual communication with each other. A director who takes care of his company, while treating indifference to employees, knows in advance how the goal can be achieved. He solves problems using any means, directing to achievement of result all forces and activity of employees. Such a person is always afraid to lose his leadership. The types of leaders, who are afraid of losing influence and authority, tend to concentrate in their hands all possible powers. They require blind obedience from the staff, in no case recognize someone else's opinion. They try to impose their will on employees, rejecting their advice. This is not all the features that such a leader possesses. Types of leaders who seek authoritarianism always make their own decisions, never revising them.

Nature of the employment relationship

The types of managers requiring unconditional execution of orders and orders differ in their desire to constantly interfere in the activities of their employees. Such people always look for errors and violations in the work of personnel, they try to identify and punish the perpetrators. Thus, between the leader and the subordinate are the relations analogous to those that exist between the guard and the prisoner. Such directors ignore the chiefs of the lower ranks, as, however, ordinary performers. If they meet on their entrepreneurial way equal to themselves, they certainly try to show their superiority. Is such a leader necessary? Types of leaders, characterized by complete independence, are most effective in critical situations. In this case, their ability to make quick decisions is not at hand. In the short run, this behavior undoubtedly gives the necessary effect. However, in the long term, such behavior may lead the company to a crisis. This is due to the attitude that such a leader shows to his employees. The types of leaders who are characterized by repressive methods cause staff to be passive, protest. The actions of such directors significantly worsen the moral and psychological state of people. But it is worth noting that such phenomena can not be called frequent. Employees may feel sympathy for such a person, do not consider it expedient to resist, strive to absolve themselves of responsibility or belong to the same type of people. In these cases, the director will receive exactly what he wants. As a rule, the official promotion of this kind of bosses differs by an average rate, but passes somewhat more successfully than many others.

Maximum care for staff combined with almost complete indifference to production

For many employees this is a very good leader. The types of managers who differ in their desire to create a favorable climate in the team are respected and loved by workers. Their staff members are selected based on personal sympathy. He helps and supports the subordinates, encourages, tries to establish friendly relations, softens the pressure and smooths the corners in the relationship. Such types of managers do not like transformations that violate the usual way of life. In this regard, they perceive only positive moments in situations. All this creates favorable attitude of employees. In their activities, such directors try to find out the expectations and desires of the surrounding people, the way they think. In order to obtain the necessary information, they quite actively consult with all, conduct long discussions, listen to opinions. On the basis of the information received, such types of managers of the organization make a decision that, if possible, satisfies all. However, they rarely control its execution.

Personal Characteristics

Such a director does not seek to challenge others. On the contrary, he tries to accept positions submitted by other people, even if he has his own opinion. The leader does not take any active steps, is not in a hurry to take the initiative. Nevertheless, he reacts rather quickly to the actions of others and fulfills their requests with great enthusiasm. As a result of this behavior, the team does not set such strict rules and norms. At the same time, employees begin to work less qualitatively, strive for comfort, try to avoid innovations, while the opportunity to express their opinions and realize ideas is presented to all. As a result, moral satisfaction and productivity of the collective remain at an average level, and career growth is possible with reduced requirements of management.

Lack of any landmarks

There are leaders who seek to take a neutral position without interfering in any serious business. They also avoid conflict situations, are inert, indifferent. Such directors, as a rule, do not make decisions on their own, they hope that everything will be resolved by themselves, without their participation, or the necessary instructions will be received from above, which they will give to the performers. This behavior is peculiar to a person who is disappointed in his work and "retires to retirement." He seeks to survive and retains his place for personal gain. In this regard, he fulfills the minimum required by his job description, without attracting much attention. Usually such a leader acts as a ballast for the organization. His promotion is very slow.

Intermediate type

Such bosses solve emerging problems through compromise, strive for stabilization and balance, and avoid extremes. They try to make a good impression on others, without standing out from the masses. In this regard, such chiefs try to preserve the existing situation, observe established traditions and order, and evade open clashes. They require the same behavior from their subordinates. As a result, this leads to bureaucratization. Employees who are selected on the basis of the principle of compliance with the team, such directors do not command. They only direct their activities by instructing, informing them of the fulfillment of tasks, delegation of authority, persuasion. Chiefs of this type also try to make decisions that, if possible, will suit everyone. They do not defend a single point of view, they sacrifice their convictions for the cause. In the course of monitoring the activities of employees, they do not look for errors and shortcomings.

Benefits

Such managers support ideas that are aimed at improving the operation of the enterprise. At the same time, they prefer personal contacts and informal discussions, thus ensuring their awareness of the issues within the collective. This behavior allows you to achieve moderate success in your career. But in the absence of an official opinion, such a director will feel somewhat restrained.

Synthesis of priorities

Directors of the fifth category combine different types of leadership styles. Such chiefs involve employees who are intrinsic to strategic thinking, a desire to contribute to the achievement of their goals. Directors involve such employees in solving problems, taking into account their personal interest, contribute to the disclosure of their potential through a broad exchange of views and information. All this ensures high efficiency of the enterprise, discloses the creative abilities of performers, increases satisfaction with work. Leaders of this type are sincere, energetic, straight, confident, resolute. They focus on the problems that are at the moment, are in constant search, try to establish agreement and promote the formation of mutual understanding in the team.

Types of authority of the head

In addition to the above five, there are three additional categories: a facadeist, an opportunist and a paternalist. The latter combines the signs of the first and second types. Such a director is a magnanimous dictator, a condescending but overwhelming enthusiasm. He requires employees to do as he wishes, to behave as he does. To implement this position, a variety of methods are used. They are applied until the performers become clear that it is from them that they demand and will not learn to be subordinate, supporting the position of the director. For this they will be rewarded. The head, in turn, does not miss an opportunity to read morals to employees, conduct propaganda of his own convictions, instruct, and promote humble workers. They are delegated to the species only. All decisions are taken by them individually. In this case, such a director does not tolerate criticism in his direction. By attracting loyal employees, it forms a fairly stable team, which in turn ensures productivity from moderate to high level, but within the expected.

Opportunist

This is a narcissistic director, striving to achieve the primacy, which will allow him to subsequently do whatever he wants. Such a leader lacks solid values and beliefs. In this regard, most of his actions are unpredictable and aimed at catering to the superior, stand out among equals. He treats the latter with caution, and from the staff demands obedience. The manifestation of the initiative is of a nature of calculation. He does what his leadership needs, suggesting solutions that will benefit, in the first place, to him personally. In the short term, he can make a career very quickly. However, in the long run his egoism prevents him from keeping up in one place.

Fasadist

This leader is closed, does not disclose the thoughts that he has. But at the same time he forms the idea of him as an outspoken person. In fact, such a director skillfully manipulates people and hides the desire for control and power over the first person. The latter he always externally always supports, without expressing, however, his opinion firmly and directly. Manipulation is realized by means of advice, intrigue, lies, inciting people, compromising, hiding information. If you need someone to punish, he uses "other people's hands." Ideas, conflicts, opinions of other people he uses in his own interests. He notices existing problems, but ignores them, while leaving loopholes in order to change the course if necessary.