Paradoxes of leadership Richard Farson in his book “Management of the Absurd. Paradoxes of Leadership" provides 33 major paradoxes of leadership that are worth reflecting on.1. The opposite of truth is also truth.2. There is nothing more invisible than the obvious.3. The more important

Aikido of Leadership Leaders can learn a lot from martial arts masters, especially if it is not only a combat system, but also a philosophical system. Thus, the founder of the martial art of Aikido, the great master and one of the greatest leaders Morihei Ueshiba (Ueshiba)

Since leadership is largely built on relationships of the “leader-follower” type, rather than “boss-subordinate,” then in this respect it differs significantly from management. Unlike a boss, a leader not only directs, but also leads his followers. And they, in turn, not only follow the leader due to their subordinate status, dictated by their official position, but also experience a psychological need to follow him.

The goals and objectives of management differ at different levels of activity, therefore there are different leaders. From this point of view, leaders are distinguished at three levels.

1. Leaders of small groups (this can be the elite of the upper levels of government or the leadership core of an enterprise or organization), who have the greatest power in a given community and have common interests. As a person in authority, the leader forms the group itself. In addition, its formation is based on the personal qualities of the leader, which are constantly subject to direct assessment by each of the group members in the process of its joint functioning. Since the activity of a leader involves close, without any intermediaries, personal communication with his immediate environment, personal qualities play a decisive role in maintaining a leading position, namely: the ability to control the situation and make decisions; to take responsibility; the ability to make the right choice.

At the same time, the leader must satisfy the interests of the group, without going beyond the limits of law and civil norms and without making his environment dependent on his benefits. In this case, he must have the ability business, intellectual and communication leader (emotional leader).

A business leader is distinguished not only by the ability to organize any business or work, but also by personal entrepreneurship and pragmatism in assessing the situation and his actions. He is able to organize any business, establish the necessary business relationships and, in general, ensure the success of the entire group. The power of an intellectual leader rests on the ability to solve complex problems and find innovative solutions. He serves as the “think tank” of the group; people turn to him on all issues, because he is erudite, knows a lot, can explain or help find the necessary information. A communication leader is characterized by sociability, the ability to relieve tension within a group and create psychological comfort. He acts as a kind of center of spiritual communication for the group, so people are drawn to him because they know that they can receive some kind of worldly advice or sympathy.

Naturally, the strongest leadership position will be with a person who combines all three components, but such versatility is extremely rare. As a rule, the most common combination of any two of them (for example, emotional and business, information and business), which turns out to be quite sufficient to ensure leadership in the group. In addition, the leader’s behavioral style has a significant impact on the leader’s relationship with the group and his authority.

2. A second-level leader is the leader of a social movement or a specific organization (for example, the head of a trade union, director of an enterprise, etc.). In its activities, individual workers, work collectives as a whole, or even, perhaps, entire social strata and groups see an opportunity to solve their pressing problems and satisfy their interests. At this level, the leader influences his environment both through his personal qualities and through the fact that his followers advance the leader a certain degree of their trust and support. Due to psychological characteristics, the masses of people feel the need for a leader. Since he acts as a spokesman for their interests, denotes the goal and the path to achieve it, the more significant his activity is.

3. A third-level leader is a manager whose leadership is represented in the form of a social institution (management of a corporation that unites several large enterprises and firms). If for a leader of the first level his personal characteristics are of fundamental importance, and their influence at the second level is quite significant, then at the third level, as a rule, they do not have a decisive influence on the leader’s behavior and attitude towards him. Leadership of this magnitude presupposes the concentration of all power within oneself. To do this, the leader needs to take into account the interests of the broad public base of the organization he leads. What matters here is not so much the leader’s personal qualities as his ability to formulate the most general goals and objectives, demonstrate high constructive and creative qualities, communicate with a circle of people of higher rank and be able to convince them. The activities of a leader at this level are determined by his personal management culture and ability to maintain relationships with political authorities.

2. Types of leaders depending on their functions

Depending on the content and the functions prevailing in its activities, the following types can be distinguished.

1. Leader-organizer. He is distinguished by the fact that he attributes all the tasks facing the team to himself and therefore actively acts, resolving the difficulties that arise in the process of their implementation. He is a convinced optimist and is always confident that most problems that arise can be safely resolved. Such a leader is more prone to rewards and knows how to convince his employees by proving rather than imposing his point of view on them. If he needs to express his disapproval of the actions of a particular employee, then he prefers to do this as correctly as possible, without humiliating the personality of the subordinate. Due to the possession of such abilities, people follow him, knowing in advance that he will not offer an empty deal. It is these leaders who are visible in any informal group.

2. Leader-creator. He himself creates specific situations and almost always resolves them successfully. Such a leader attracts people first of all with his ability to see something new in every business or task and take on their solution even if, at first glance, it may seem that they are insoluble or even dangerous. He not only commands, but also invites people to cooperate, discuss the problem and find possible ways to solve it. He is able to give any instructions or set any task in such a way that they will not only interest his subordinates, but will also cause a surge in the creative activity of his employees.

3. Leader-performer. He clearly captures the prevailing mood in the team and is therefore able to mobilize people to complete the task. As a rule, the executive leader stands out when a specific situation has already been created. He works within the framework of solving the problem identified by the creative leader, thereby coming to his aid in solving private issues.

4. Leader-fighter What distinguishes him is that he is the first to meet any danger and, without hesitation or delay, enters into the fight against problems that impede the realization of the goals set by himself or his followers. He is not afraid of the unknown, because he is a strong-willed, self-confident person, always ready to defend his goals, views and beliefs to the end. He is not inclined to make concessions and regards them as his personal defeat. A significant drawback of such a leader is sometimes the reluctance and lack of time to fully consider all possible options for his actions and analyze their consequences.

5. Positions of a leader-diplomat are based on his excellent knowledge of the emerging or already existing situation, its nuances and hidden details. He is aware of all the gossip and gossip and therefore knows well who, how and with what levers he can influence. Such a leader prefers to hold confidential meetings in the circle of closest like-minded people from among his subordinates, where he can allow himself to openly say what everyone knows, thereby diverting attention from his plans, which he does not advertise. By compromising or even making concessions when solving problems, this leader still achieves his goals. If he had used all his awareness and abilities for evil, then he could well be considered a master of intrigue.

6. Leader-comforter. He respects people, treats them kindly, he is polite and helpful, and is capable of empathy.

Therefore, people are drawn to him, since he is disposed towards them and is always ready (at least morally) to support them in difficult times.

By leadership style can be distinguished autocratic leader, managing the team with tough, directive methods and relying on the authority of the authorities; democratic leader, for whom power is largely an attribute of his official position, his leadership potential is based on attention to people, taking into account their opinions; liberal leader, uniting the team with its democratic ideas, but giving its like-minded people complete freedom of action, since each of them knows “his own maneuver.” Based character professional activity, a leader can be situational, i.e. able to create and resolve only certain, similar situations, or universal, possessing the qualities of a situational leader, which allows him not only to act effectively in various, dissimilar situations, but also to prove himself as an organizer. Based scale tasks facing leaders, we can distinguish the following types of leadership: household leader(for example, in a family, class, study group, etc.); social leader- he manifests himself in various (social, creative, sports and other) associations, or, for example, the leader of the trade union movement; and, of course, one cannot help but say about the political leader, which means state and party leaders, as well as public figures. In addition, in organizations and teams, a distinction is made between formal and informal leadership.

3. Psychoanalytic approach

In foreign psychology, the psychoanalytic approach to the problem of leadership is most popular. From the point of view of S. Freud's psychoanalytic theory, leadership is considered as a two-pronged psychological process: on the one hand, a group process, and on the other, an individual one. It is based on the ability of leaders to attract people to themselves, to subconsciously evoke feelings of admiration, adoration, and love. The adoration, veneration or worship of one person by the masses of people can make him a leader. According to the psychoanalytic approach, ten types of leadership are distinguished.

1. "Sovereign" or "patriarchal leader" appears in the image of a strict, but beloved parent (father or mother). He is able to instill in others confidence in their own abilities, give them a charge of positive energy, reduce the influence of negative emotions or completely displace them.

2. "Leader Leader" For those around him, the personality of such a leader acts as a kind of carrier of group standards, which all members of the group try to imitate. People associate the realization of their goals and desires with the personality of the leader.

3. "Tyrant". He becomes a leader only because he instills in those around him a feeling of unquestioning obedience or unbridled fear. Therefore, those around him consider him strong and omnipotent. Essentially, a tyrant leader is a strong, dominant, authoritarian personality. He is usually feared and humbly obeyed.

4. "Leader-organizer" unites people, acting for them as a real force necessary to satisfy their interests and needs, maintaining the “I-concept” in their minds.

5. "Leader Seducer" acts as a “magical force”, giving vent to human emotions, thereby relieving their internal tension and preventing possible conflicts. He becomes a leader thanks to his ability to play on other people's weaknesses. His followers adore him and very often do not notice his individual, sometimes very significant, shortcomings.

6. "Hero Leader" This type manifests itself especially in situations of group protest - thanks to his courage, others are guided by him and see in him a standard of justice. He carries people along with him and is able to sacrifice himself for them.

7. "Bad example." Such a person can also act as a leader, since he acts as a kind of source of emotional infection for other, usually conflict-free personalities.

8."Idol Leader" He attracts people, attracts them and positively infects his surroundings. Therefore, he is loved and even idolized and idealized. This type of leadership is very similar to a charismatic leader.

In Freud's psychoanalytic approach to the problem of leadership, two more types of leaders are distinguished - the “Outcast” and the “Scapegoat”. However, they are, in essence, anti-leaders, since they are the object of the aggressive aspirations of the team, and very often the group unites to fight them. At the same time, as soon as these anti-leaders disappear, the formed group may begin to disintegrate, since the principle that unites it disappears.

4. Manager and leader: general and different

Now that the concepts of “manager” and “leader” have begun to receive quite close attention, one can often hear opinions that these concepts are identical. However, this is not the case. Yes, such concepts as “manager” and “leader” are certainly similar, for example in the fact that both the manager and the leader have power and manage people, but they are by no means identical.

Approaches to the problem of leadership existing in modern management are based on leadership qualities, the behavior of the leader and the situation in which he acts. It is quite obvious that the possession of one person with a set of certain knowledge and outstanding abilities is always rated by other people much higher than the similar qualities of other members of the group. Therefore, a person with a set of certain qualities, such as self-confidence, a sharp and flexible mind, competence and professionalism, strong will, the ability to understand the peculiarities of human psychology, and outstanding organizational skills, becomes a leader. This approach is the basis for trait theory, which explains the phenomenon of leadership from the point of view of personal qualities.

However, not every manager has the entire set of listed qualities. This does not mean that he cannot be a leader in his organization. At the same time, a successful manager is not necessarily an effective leader. Their main characteristics seem to be on different planes. The main quality of a leader is a clear vision of a goal, which to others appears only in very vague outlines or is not visible at all. The main quality of a manager (leader) is to ensure the achievement of the set goal in all possible effective ways.

In 1937, two young brothers Dick and Maurice McDonald opened a small roadside restaurant for motorists in Pasadena (USA), which quickly became a great success. Their business began to grow and develop rapidly: the volume of annual sales increased significantly, and the brothers annually divided among themselves a profit of 50 thousand dollars - an amount that ensured they belonged to the financial elite of the city.

However, they were wonderful managers, but, unfortunately, mediocre leaders. Their acquaintance in 1954 with a man named Ray Kroc significantly changed things. From 1955 to 1959 R. Kroc managed to successfully open 100 restaurants. In 1961, Kroc bought the exclusive rights to their restaurant from the brothers and set about transforming it into an American institution and then a global institution. By 1998, there were already over 21 thousand restaurants in 100 countries. Thus, Ray Kroc's business acumen, coupled with his leadership abilities, helped him turn several restaurants into the McDonald Corporation, which is now known in many countries around the world.

There are differences between a leader and a manager in many positions, some of them, the most common and most common, are presented in Table 1:

Table 1. Differences between a leader and a manager

The wide variety of the above types of leadership is largely due to the wide range of tasks they solve. However, in general, management is influenced by the following properties:

1) the motives and basic beliefs that guide the leader in trying to achieve a certain position;
2) the environment in which the leader begins his activities and his previous experience;
3) leader style

A leader's motives and beliefs determine how he perceives his environment and his operating environment, directly influencing his leadership style.

The above typology of leadership is not exhaustive, since it is impossible to cover the entire complex and diverse phenomenon of leadership. Objective reality is always much richer than theory and often gives rise to combined types of leaders. In different situations, the group nominates different people as a leader, and sometimes it becomes a person who does not have the above set of personal qualities, just as another person may have these qualities, but not be a leader. This is the basis of the situational approach to leadership, which explains its nature by saying that a leader becomes the person who, when any situation arises, has such personal qualities, abilities and experience that allow him to effectively and optimally resolve it in the interests of the entire organization or team. Thus, the leader in a team can become the person who is able to lead it to the resolution of situations, problems, tasks that have arisen, who carries the most important personal traits for this team and shares the values ​​that are inherent in this team.

Consequently, the leader personifies the entire team, the organization, acting as its mirror. A person who becomes a leader in one group may not become a leader when he moves to another team, since the latter has different values ​​and expectations and requirements for a leader.

The education of a leader and his self-education presuppose training the ability to lead people, establish relationships with them and, on this basis, organize political governance. A leader is distinguished not by ambition, desire or ability to stand out and real superiority, but by the genuine natural right of a strong, strong-willed and at the same time intellectual personality to lead people.

A leader must meet the requirements of the time, and not only he, but also his environment, which is able to understand and support him. Many reformer leaders were unable to prove themselves without finding support. The leader must be the head of his group, the conductor of an idea that can capture the minds of society or its significant, leading part. But society must also prepare leaders for itself. Raising the elite is an important social task. This includes the transfer of knowledge and experience in analyzing situations, and the development of management skills and qualities, and the education of responsibility, and training in various management styles, communication with people, and the ability to change leadership style and techniques. A leader (or future leader) must learn to make decisions, avoid extreme, hopeless situations, or, on the contrary, create an inevitable but beneficial set of circumstances.

A leader cannot and should not be afraid to take risks, wait for guaranteed success, or, on the contrary, rely on a random victory. Since leadership is a chain of surprises, he must overcome unforeseen complications, maneuver, be prepared for temporary setbacks, but constantly be aimed at moving forward. Our time and our country are in dire need of a new generation of leaders - with strategic thinking, an extraordinary vision of the situation, and confidence in success. Such leaders are needed both in the political and economic spheres. Innovative leaders are called upon to effectively solve both new problems and old ones, but using different methods. Their skill involves extensive connections with other innovators. They are proactive and receptive to the initiative of others. Such leaders, for all their persistence, do not suppress. The combination of objective forces, political circumstances, and traditions of political activity that have developed in society creates a leader, but only with his special make-up. Otherwise, he remains a leader, an employee, albeit a high-ranking one.

In Western literature, trends have prevailed in the direct, mechanical transfer of personal characteristics and leadership mechanisms in small groups to the personality of a politician, statesman and to leadership mechanisms in large systems.

6.Conclusion

A person who wants to become a leader must have certain qualities, which must be different in different situations. It is recognized that leadership skills can be learned. Thanks to these qualities, a person can gain authority, and employees recognize him as a leader.

A leader performs many social roles, each of which requires specific knowledge and skills. Among the problems within the competence of the leader, the main ones are: approval and development of a certain type of organizational culture; building effective communication in the organization; forming and managing working groups; Conflict Management; building coalitions and developing partnerships; timely response to the dynamics of the external environment and change management.

Bookshelves are filled with books on leadership. So why read another one - this one? Yes, because what is written in it works. This concept has been successfully used more than once in training leaders of companies of any size and structure, from small businesses to the largest ones included in the Fortune magazine list.

It has been used to help nonprofit organizations understand how to manage volunteer assistants. This approach has been taught in more than 120 countries around the world. Every time I talk about this, people ask questions and make comments. All this helped me hone the concept of 5 levels of leadership. It is verified, works and has several advantages.

John Maxwell - 5 Levels of Leadership

Per. from English l. A. Babuk.

Minsk: Potpourri, 2013. - 320 p. : ill.

ISBN 978-985-15-1857-5.

John Maxwell - 5 Levels of Leadership - Contents

Appreciation

MAKE A LEADERSHIP GAME PLAN THAT YOU WILL USE

Learn practical leadership mechanisms

Leadership Levels Overview

The essence of leadership levels

GRADE. How to measure your current leadership level

Part 1. Characteristics of leadership levels

Part 2. Assessing each team member from the leader's point of view

Part 3. Assessing a leader from a team member's perspective

Part 4. Assessing the current level of leadership

Level 1. POSITION. It's a great place to stay, but you wouldn't want to live there

Positive aspects of level 1: You were invited to take the place of leader

Negatives of Level 1: True leadership has nothing to do with the position.

Leadership Behavior Level 1: How to Make the Most of Your Position

Laws of Leadership at Level 1

Beliefs that will help a leader move to level 2

Level 1 Growth Guide

Level 2. PERMISSION. You can't lead people if you don't love them.

Positive aspects of level 2: The office becomes a more pleasant place

Negative aspects of level 2: You are under pressure to build relationships.

Leadership Behavior Level 2: How to Earn People's Permission to Lead Them

Laws of Leadership at Level 2

Beliefs that will help a leader move to level 3

Level 2 Growth Guide

Level 3. RESULTS. The ability to achieve excellence separates true leaders from those who simply occupy leadership positions

Positive aspects of level 3: You are now firmly established as a leader

Negative aspects of level 3: The burden of leadership becomes heavier

Leadership Behavior at Level 3: How to Be More Effective

Laws of Leadership at Level 3

Beliefs that will help a leader move to level 4

Guide to Level 3 Growth

Level 4. DEVELOPMENT. By helping other leaders grow, you expand your influence and gain additional momentum to move forward.

Positive aspects of level 4. The organization’s potential increases

Negative aspects of level 4: Developing others requires maturity and professionalism

Leadership behavior at level 4. How to develop people

Laws of Leadership at Level 4

Beliefs that will help a leader move to level 5

Level 4 Growth Guide

Level 5. TOP OF LEADERSHIP. The greatest achievement of a leader is to develop those who have reached level 4

Positives of Level 5: Your influence expands beyond your own accomplishments.

The downsides of Level 5: You may have believed this was the end of the road.

Leadership Behavior at Level 5: How to Use the Top as a Platform to Do More Than Just Reach That Level

Leadership Akons at Level 5

Help others rise to levels 4 and 5. Create challenging moments for the leaders you develop.

How to Bring out the Best in You at Level 5

Level 5 Leader Portrait by Coach John Wooden

John Maxwell - 5 Levels of Leadership - MAKE A LEADERSHIP GAME PLAN YOU WILL USE

The topic of leadership is my passion, although not my only one. That's why I teach people this. I have spent over 30 years of my life helping others learn everything I know about leadership. In fact, I spend 80 days every day learning to lead. I've been teaching this to people all over the world for the past few years. Why do you think this topic is inexhaustible? Because everything that exists rises and falls depending on the ability of people to lead and lead others. If you want to make a positive impact on this world, leadership training is the best way to do it.

In all the years I've taught this to people, there's one lecture I've been asked to give far more often than any other, by everyone from West Point Military Academy students to Microsoft employees and a wide variety of organizations in a wide variety of countries. to the whole world. This lecture explains the essence of leadership. It gives, so to speak, a plan of action, with the help of which leadership skills are acquired. This lecture is called 5 levels of leadership.

I have become convinced that everything in the world develops and declines depending on the ability of people to lead and lead others. In 1976, this set me on a path that I still follow today. This journey began when I asked myself a series of questions: How is leadership defined? What is a leader? What is the job of a leader? etc. Unfortunately, people usually give answers that do not help them understand the problem at all. Some people tend to think of leadership as synonymous with a management position. But I have known bad leaders who had good positions, and good leaders who had no leadership position at all. Haven't you encountered a similar phenomenon? Others talk about leadership like this: I can’t describe it, but I immediately recognize a leader as soon as I see him. And although this happens, it cannot help anyone learn the art of leading people with purpose.

At an early stage of understanding this phenomenon, I came to the conclusion that leadership is influence. If people are able to strengthen ero, then they can lead more effectively. As Toro thought about this, the concept of levels of leadership began to form in my mind. It took me about 5 years to develop it. Since then, I have introduced this concept to people, and they always ask me the question: When are you going to write a book about this? As you can see, I finally answer this question.

Technologies of leadership [About Gods, Heroes and Leaders] Rysev Nikolay Yurievich

5. Leadership

5. Leadership

Before you start changing others, you need to change yourself.

After so many wonderful books about leadership that have already been written and published - reprinted, it must be said, sometimes in multi-million copies, and, I must say, often in well-deserved editions, to decide to write your own book?! This is madness! This is the height of arrogance! And if you say so, then I will certainly agree with you! I'm serious.

Still, I'll try. I like to challenge myself. This stimulates me to develop. And to change. Towards a positive change.

This book is really about leadership. Moreover, I will try to write both about the greats of this world (or rather, about the famous of this world), about whom, although enough has been said, and with sufficient respect and respect (and sometimes with hatred, and sometimes with obvious or secret envy), and about those who are not so famous and famous, but deserve the same attentive and respectful approach. Of course, here we can remember Bill Gates, and Napoleon, and Jacques Chirac, and Lenin and Trotsky, and Stalin, and Abramovich, and Khodorkovsky, and Alexander the Great, and Nasser, and Yasser Arafat, and Moses, and the founder of the Virgin Corporation ", and the head of MTV Network, and Shevchuk, and Parfenov, and Yeltsin, and Gorbachev. But…

But in general, our plan lies on a different plane. Leadership for those who are not so famous. Leadership of the unknown. Notice I didn't say "leadership for the average" or "leadership for the average person." No! In no case. Maybe you and I are not so famous, but we have good abilities (if not outstanding), we set ambitious life goals for ourselves, each of us has already achieved something, and each of us wants more. Each of us is great! Just not that well known. Perhaps, for now. So, leadership of the unknown.

What is leadership? To begin with, let's outline the concepts that characterize leadership from different sides, explain it, penetrate into it and emanate from it: leader, group, group members, external environment, change, influence, goals, path, interaction, cohesion, involvement, joint activity, overcoming obstacles, leader, followers, inspiration, crisis, uncertainty, initiation, beliefs and principles of the leader, responsibility, power, heroism, leader, care.

And, as we understand, this is not all. But these are the words that make up the description of leadership. How you can create a beautiful stained glass window from individual pieces of glass. In this book we will sketch out certain concepts, words and symbols, and then deal with them. Perhaps arranging them in a beautiful pattern, perhaps arranging them on shelves, perhaps stretching them out in a line and perhaps sometimes lumping them all back together.

So what is our first definition of leadership? Leadership is a relationship between a leader and a group in which the leader influences group members to move the entire group in a desired direction when the external environment is uncertain or resistant. I can't say that the definition is ideal. But what do we, mortals, want?! We can only always move towards the ideal, never getting closer to it. Such is our glorious dola!

The leader sees the image of the future, he forms the vision. A leader has goals. He also has certain principles that he communicates to the group members. A leader calls for at least two things. He talks about where to move. And he says how to move.

That is, the second definition of leadership would be as follows. Leadership is the leader’s vision of an image of future achievements, infecting people with this image and telling the group how best to move into this future.

Where there are two, there are three. So we continue to produce definitions. A leader is about change. A leader is associated with creating a certain atmosphere in a group. A leader cannot exist without a group at all. The leader is the leader, and the group is his tribe. The leader is strong. The leader is trusted. Sometimes you can argue with him, but they obey him. The leader inspires, but sometimes also commands. There's a lot to think about here!

For example, how is leadership different from management? This question has already become traditional, like the question of what comes first - consciousness or matter. If you really think about it, you realize how intertwined and interconnected everything is here. So deeply interconnected that to the uninitiated eye it is simply confusing. So I would like to admit that it is absolutely useless to try to unravel this tangle. It seems reasonable to stop these useless attempts, finish writing this book and go do something simpler and more understandable. For example, go make clay pots or go windsurfing. Or maybe teaching in an elementary school? Noble and useful. So the whole point is that there we will also encounter the concept of leadership and management! So let's not give in to difficulties. Only forward!

How is leadership different from management? There is such a beautiful analogy. In peacetime, there must be management in the army. There must be planning, task setting, organization, control. This is enough for the functioning of a huge military machine. But in wartime, no lieutenant will be able to raise his platoon into battle if he is not a leader. They won’t just run in front of bullets. Naturally, one can recall the infamous firing squads that stood behind the soldiers, their own soldiers, and shot at them if they retreated. But this is not even management, this is slavery!

In my previous book on management, 11 Rules of a Leader No. 1, I focused all my attention on management. The main functions of a manager are discussed there:

1. planning and forecasting,

2. personnel selection,

3. training,

4. informing,

5. setting goals,

6. motivation,

7. administration,

8. control,

9. decision making,

10. management influences,

11. communications.

The performance of these functions allows the manager to be effective from a manager’s point of view. Although here, not everything is so simple. Doesn't a leader make decisions? Doesn't a leader have managerial influences? Doesn't a leader motivate?

How is a thought different from an emotion? It seems that everyone understands. But don’t you get emotional when you think about that person who used to be your friend but is no longer your friend? And when you plan your vacation, don’t you anticipate it emotionally?

Systematic thinking is assumed here. The whole is not the sum of the parts. A leader is not the sum of his managerial and leadership qualities (although it happens that he has collected qualities into a sum, but forgot to add them into a system).

Take a look at the comparison table. It contains the opinions of several Western authors, such as John P. Kotter, Joseph K. Rost, Brian Dyman, Richard L. Daft. There were some additions from your humble servant.

As you can see, in some places the boundary between management and leadership is quite clear, but in others it is shaky and vague. But we already have a general understanding of the essence of the issue. Then let's move on.

Possible answer to the paradox.

Some economists give the following explanation. Potatoes were a staple food for the Irish poor. When prices for it increased, people cut costs on other products that were more expensive and of higher quality. A Since potatoes continue to remain a relatively cheaper product compared to others, the demand for it has increased. For example, I used to buy 2 potatoes for 1 ruble, and one apple for 6 rubles. In total I spent 8 rubles. The price of potatoes was increased by 1 ruble. I gave up the apple, but now for my 8 rubles I buy 4 potatoes for 2 rubles.

If you find being a leader more difficult than you first thought, could it be that you will try even harder to be a leader? And are you missing something from management?

The "Buridan's Donkey" paradox.

A question of this kind was posed by Aristotle. But Jean Buridan finally formulated the problem.

How does a donkey, who sees two equally tasty and equally distant treats in front of him, make a choice where to go?

Buridan himself believed that a person, faced with such a problem, must make a choice towards the greater good.

Leibniz argued that a donkey, seeing two equally tasty and equally accessible haystacks in front of him, would simply die because he could not decide which one to go to.

Indeed, where will “Buridan’s donkey” go, what will guide him?

39. Women's leadership The view that women are capable of performing managerial functions at least as well as men is becoming increasingly widespread. Areas of research in the field of gender aspects of leadership can be divided into three classes.1. Gender concept

6. Women's leadership The view that women are capable of performing managerial functions at least as well as men is becoming increasingly widespread. Despite this, they are still a minority at middle and senior management levels (5% and 1% respectively in the US). In Russia

Leadership In order to achieve a goal, you need to lead people. You should not completely focus only on completing the task; remember that the human factor can be decisive here. You will need: the ability to be fair and strict; skill