Leader Completed by: Durymanova V. Mulyukova A.. Who is a LEADER? Leader (from the English leader, leading, first, going ahead) a person in any group, using. - presentation

Theories[ | ]

Early Western theories[ | ]

The search for the qualities inherent in leaders has continued for many centuries. Philosophers from Plato to Plutarch[3] asked questions about what distinguishes leaders from ordinary people, thereby noting that leadership stems from the individual characteristics of a person.

In the 19th century, many authors turned to the study of leadership, contrasting the leader and the crowd, slaves and trying to find an explanation for this. One of the most influential theories was formulated by Francis Galton, who considered leadership to be a manifestation of natural, hereditary talent[2]. Cecil Rhodes, in turn, believed that a leader can be raised from a gifted person through appropriate training. To provide practical support for his theory, Rhodes established a scholarship in 1902 allowing students with leadership inclinations to study at Oxford University[4].

Theories of the mid-20th century[ | ]

In the late 1940s and early 1950s, numerous evaluations of previously advanced theories[5][6][7] led to the conclusion that a new approach to the problem of leadership was needed. First of all, there was no explanation for the fact that the qualities that made people leaders in some situations were not required for leadership in others. New theories have moved away from the individual qualities of leaders and toward behaviors that contribute to leadership positions. This approach remained dominant in leadership psychology for the next several decades.

Management grid[ | ]

Main article: Management grid

Functional leadership model[ | ]

Main article: Functional leadership model

Integral leadership model[ | ]

Types of leadership psychology. Leader behavior in groups. Psychological types of leaders

The behavior of a leader in groups, as a rule, is determined by his psychological type.

Social psychologists (R. Ziller et al.) have developed the following psychological typology of the personality of leaders based on research into self-esteem and the complexity of the self-concept.

Apolitical leaders are those with high self-esteem and high self-concept complexity who assimilate new information concerning them without threatening their self-concept.

Pragmatic leaders. These are leaders with low self-esteem and high self-concept complexity, who are able to listen to the opinions of other people and modify their behavior based on feedback.

Leaders-ideologists. Leaders with high self-esteem and low self-concept complexity who are weak or unresponsive to the opinions of others. Their cognitive processes and behavior are very rigid, and their self-esteem is extremely stable (“stubborn”).

Indeterministic leaders are individuals with low self-esteem and low self-concept complexity who respond intensely to a narrow range of social stimuli.

D. Keirsey's approach to understanding psychological types is widely known and actively used in psychological practice. Based on his knowledge of the characteristics of temperament, he identifies the following four types of leaders.

Varieties[ | ]

Leadership style describes the ways a leader uses to manage and motivate subordinates. Style is determined by personal qualities: worldview, character traits and experience. Different styles are suitable for different situations, for example, in emergency conditions and when the leader’s competence is significantly superior, the authoritarian style is most effective, and in a community of people with a similar level of knowledge and high group cohesion, the democratic style is more suitable[8].

• Authoritarian style - decisions are made by the leader, power is highly centralized. Initiative is not required from subordinates, only unquestioning execution[8].
• Democratic style - the entire community participates in decision making. This type of leadership is also called distributed leadership.
• Liberal style - the leader freely delegates authority to lower levels. This type of leadership helps to increase the creativity and initiative of subordinates.
• Narcissistic style - the leader ignores the interests of the group in favor of personal interests. However, this style will not necessarily be destructive, although such leaders are usually characterized by arrogance and aggressiveness[9].
• Toxic style is the use of leadership in such a way that the controlled group ends up in a worse position than before[10].
• Result-oriented - characterized by following a certain set of steps that should lead to a given goal within a given time frame[11].
• Relationship-oriented is the opposite of results-oriented. Instead of completing a task, the leader strives to improve relationships within the managed group to the detriment of other goals[12].

There are also: formal and informal leadership (depending on whether influence is exercised from the position of the position held or with the help of one’s abilities, skills or other resources; leadership by popularity and ability, as well as leaders of the “black sheep” type.

If the leader of the group and its leader are not the same person, then the relationship between them can contribute to the effectiveness of joint activities and harmonization of group life or, on the contrary, acquire a conflicting nature, which is ultimately determined by the level of group development [ source not specified 1761 days

].
For example, in prosocial and asocial associations, as a rule, the functions of leader and manager are performed by different members of the group. Moreover, most often the leader in communities of this level of socio-psychological development turns out to be a member of the group, who is primarily responsible for preserving and maintaining a positive emotional atmosphere in the group, while the leader, being focused primarily on increasing the effectiveness of group activities, often does not take into account how this will affect the socio-psychological climate of the community [ source not specified 1761 days
].

In corporate groups, as well as in groups of a high socio-psychological level of development, as a rule, the functions of leader and manager are assigned to the same person. At the same time, the foundations of leadership and management in these two types of highly developed groups in psychological terms are fundamentally different in nature. Thus, if in corporate groups the coincidence of the status positions of the leader and the manager is associated with a clear priority of power relations to the detriment of the emotional plane of relations, then in a prosocial group of a high level of development of the collective type, it is the emotional “feeding” of power that often acts as a necessary foundation for the implementation of formal power [ source not specified 1761 days

].

Who is a leader and how to become one

Nowadays, in the modern vocabulary of a person representing the business world, leadership is defined as “the ability to inspire and awaken a desire to work.” A legitimate question arises: “Who?” — Of course, from your employees.

Nowadays, in the modern vocabulary of a person representing the business world, leadership is defined as “the ability to inspire and awaken a desire to work.” A legitimate question arises: “Who?” — Of course, from your employees. But to understand the true meaning of leadership, we need to delve deeper into the meaning of the word.

One point that was established after long-term research by psychologists showed that any group of people, thrown onto a desert island, in a duel with wild animals, just on a playing field, finds and chooses a leader for itself, whom each of them will obey and respect , support and carry out his tasks. And the choice of a leader does not depend on the level of intelligence and age of the team members.

In order to be a leader, a simple desire will not be enough: a person who has expressed such a desire must, in addition to this, have several more characteristic traits that only a true leader has. Otherwise, this person will fail, because being a leader is difficult. In business practice, over time, research and history have shown that anyone can become a leader. But even here, a simple desire to become one was not enough, because a desire to learn and develop abilities that help in leadership was also required. This desire must be based on a strong desire and true hunger for success.

Leader

- this is a person who built himself, i.e. self-made (business, life, English - self-made). They won’t teach you how to be a leader anywhere—to become a leader, you don’t have to graduate from institutes or courses. You simply become a leader if you have a desire, someone, noticing it, encourages you, gives you the opportunity for self-realization, therefore, you can realize your abilities.

In order to more clearly understand the functions of a leader, below we will give you a few notes that every person who wants to become a leader simply must have.

• No people are perfect and no one is perfect!

But still, leaders are born, this fact is simply undeniable. All people, regardless of who they were born with, have a basis for self-improvement - the brain. Even if we were not born leaders, each of us has the opportunity to become one, for this we simply need to develop in each of us our own feelings and leadership traits, because every person has them, with the exception of a very small percentage. To develop these traits in oneself, a person needs to analyze every leader to whom he is not indifferent, whom he considers his idol in terms of efficiency and success. And in all your actions and decisions, imitate him, but you also need to imitate wisely.

Qualities of a commercial leader:

• Enthusiasm.

Agree, even with simple enthusiasm a person can reach unprecedented heights. This is the first necessary trait for developing leadership skills in a person. In order to generate enthusiasm in yourself, you first need to find a thing or area that a person is delighted with, in which this person would like to achieve unprecedented success. Often, the practice of developing enthusiasm requires persistence. There are many examples when a person with fire in his eyes and soul starts a business, takes it on with great hopes, but at the first unsuccessful experience he quickly and without hesitation gives up. This person cannot be a leader because his enthusiasm is fake and not sincere. Real enthusiasm, which is characteristic of a real leader, is quiet and inconspicuous, because he has this feeling, and he does not boast about it. Simple mottos to find and define your passion: “I can do this! I can do it!" Only in this case can a person achieve his goals.

If a person feels that the work he is doing is simple for him, he tries to do everything possible so that this work takes on a different character for him and interest appears. Then he will become interested, only in this case will he be able to achieve success in this field and become a leader in the region, which will perhaps satisfy his hunger for leadership. And if not, then this is a person with great ambitions, and he is capable of much.

• Bravery and bravery.

Any person who strives to become a leader must be brave in body and soul. Only then will he be able to overcome the obstacles that come his way. Bravery and bravery are needed in situations where a person needs to “take”, i.e. to capture what he strives for. Every problem encountered on the path to success and prosperity must be overcome by a true leader with the courage characteristic only of a truly ambitious person. A true leader treats every problem as another test with which he can earn winning points. And he approaches the decision as if it were a new battle, from which he will definitely emerge victorious.

The courage of a leader is manifested not only in overcoming problems that have arisen, but also in overcoming himself, i.e. contradict one's principles and dogmas. This means having a strong character, always doing what you promised, what you said. This means that a person-leader passes through all walls and tests only as a winner, regardless of their nature, business or personal.

• Faith.

An important requirement for a leader of any era and area was faith. Because if the leader himself does not believe in it, how can he demand it from those around him. In the modern world, it is impossible to be 100% sure of what you are doing, that the person you are talking to will not let you down tomorrow with a stupid, short-sighted decision or action. The best option in this case is a test of faith. If your interlocutor is confident in his words and can take responsibility for his words and actions, then you can work with him fruitfully.

A greater requirement than the requirement of faith in the business or its success, the requirement for a leader is faith in himself, in his strengths and capabilities. Only such a person can break through a wall and cross any pole. But the most important requirement that the business world faces is self-belief and the ability to make people around you believe in themselves - only in this case is success guaranteed. A self-confident leader never imposes his thoughts on his subordinates; they (subordinates) are simply always confident in the correctness of his thoughts and decisions. A brave and strong leader is always ready and open to new discussions and approaches, to new solutions to issues. Because with the help of them he can make changes to business on the fly.

A leader never talks about sky-high plans that he cannot achieve, because it is just a matter of time, and these goals are kept in his long drawer. He never does anything he is not absolutely sure of. He always looks at things realistically, from a sober point of view.

• Integration.

A leader is a man of his word. He always keeps his promises, never lets people down and is always punctual. He is always delicate and precise in his statements, regardless of who he is talking to: be it subordinates, or partners, or just his relatives. The reason that leaders always keep their promises is because his mind works well because he does not make his decisions or make promises rashly, he always thinks and weighs the pros and cons before speaking. They always make their decisions based on their abilities.

• Loyalty.

It is always important when communicating with partners, because without it it is impossible to achieve good results. Loyalty is also important when communicating with other people in your circle. Because it is impossible for a leader to ridicule someone, to speak of his shortcomings openly, in front of everyone. Because in this way he will undermine the reputation of the person being ridiculed in the eyes of his colleagues. But at the same time, all his loyalty does not mean his softness - a leader never forgives mistakes, he can make a personal remark, i.e. face-to-face, but this remark will cost the offender dearly. A true leader will never covet the success of his competitors, because this is envy, and envy, as we know, is characteristic only of weak-willed people. Another part of loyalty is a sense of responsibility for the well-being of one's subordinates. A leader will never leave his subordinate in trouble, because he knows the value of his specialist. And he does this not out of self-interest, but simply out of his inherent human values.

• Interests.

It is difficult to describe the meaning of the word "friendliness" in two words. Even large explanatory dictionaries cannot briefly describe this word. But despite all the difficulty, this feeling is characteristic of a leader. Because he is a confident person and is not afraid of anyone, so he is friendly with everyone, even with his competitors, of which there are naturally many.

A leader has mutual respect for all people, regardless of their religion, race or age. Although the word friendliness in its full sense cannot be applied to this situation, it does imply respect and understanding.

• Humor characteristic of a leader.

A leader should not be the soul of the company. But his presence is always noticeable, be it a corporate party or a simple get-together with friends. He always speaks according to the situation, and never says too much, even if he drinks a little alcohol. A leader's jokes and remarks are always witty, and in many situations they motivate a person.

This article described six features that are characteristic indicators of a leader. A person who is trying to become one needs to think about them, reflect on them, and come to the optimal decision. All the character traits described above have been examined by strong people whose observations cannot be disputed and whose competence is beyond suspicion. We wish you success.

We would like to focus your attention in the following articles, we will talk about business strategy, about management and about the land law that they plan to adopt this year, how to promote a company and learn more about competitors.

Notes[ | ]

1. Chemers M.
   An integrative theory of leadership. - Lawrence Erlbaum Associates, Publishers, 1997. - ISBN 978-0-8058-2679-1.
2. ↑ 12
   Bendas, 2009.
3. Plato.
   The Dialogues of Plato translated into English with Analyzes and Introductions by B. Jowett, MA (English). — Oxford University Press. - Vol. 3.
4. Markwell, Donald.
   Instincts to Lead: On Leadership, Peace, and Education. - Connor Court: Australia, 2013. - ISBN 9781922168702.
5. Bird, C. (1940). Social Psychology
   . New York: Appleton-Century.
6. Stogdill, R. M.
   Personal factors associated with leadership: A survey of the literature (English) // Journal of Psychology (English) Russian. : journal. - 1948. - Vol. 25. - P. 35-71. - doi:10.1080/00223980.1948.9917362.
7. Mann, R.D.
   A review of the relationship between personality and performance in small groups // Psychological Bulletin (English) Russian. : journal. - 1959. - Vol. 56. - P. 241-270. - doi:10.1037/h0044587.
8. ↑ 1 2 Lewin, Kurt (English) Russian;
   Lippitt, Ronald; White, Ralph. Patterns of aggressive behavior in experimentally created social climates (English) // Journal of Social Psychology (English) Russian. : journal. - 1939. - P. 271-301.
9. Linda L. Neider/Chester A. Schriesheim, The Dark Side of Management
   (2010) p. 29
10. Lipman-Blumen, Jean.
    The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians—and How We Can Survive Them. — Oxford University Press, 2004.
11. Manktelow, James
    Leadership Style
    (undefined)
    . Mind Tools. Retrieved November 2, 2012.
12. Griffin, Ronald J. Ebert, Ricky W.
    Business essentials (undefined). — 8th. - Upper Saddle River, NJ: Prentice Hall, 2010. - pp. 135-136. — ISBN 0-13-705349-5.

Types of leadership table. Unified Leadership Typology

In order to overcome the limitations of the author's typologies, we will build a unified typology of leadership in which its types, identified on different grounds, will complement each other, presenting leadership as a complex, multifaceted phenomenon (Table 2.2).

Table 2.2.