Democratic management style - report.

Getting a job, women tend to worry about the psychological climate in the future company and try to quickly find out what kind of leadership awaits them in a new place. The direction of thoughts is correct: after all, the efficiency of work and the degree of disclosure of our potential depend on the authorities to a greater extent. True, again, as women, we are trying to "unravel" the leader as a person, analyzing his character. Meanwhile, sometimes it is worth paying attention not to the personal qualities of the leader, but to his style of personnel management. That is, on the ways and methods of influencing subordinates. We will talk about one of them - the democratic style of leadership - today.

Characteristics of the democratic leadership style

Researchers identify four main leadership styles: authoritarian (directive), liberal (anarchist), and democratic (collegiate). Democratic style management is characterized by a special approach of the authorities to the management of the work process. The very word "management" in this case refers specifically to work, and not to employees. The opinion of the team is important to the leader, and that is why the democratic style of leadership is also called “collegiate”. In this case, responsibility and authority are distributed among the team. Therefore, each participant in the work process feels his responsibility and significance.

What is it like to be a subordinate in a company whose boss adheres to precisely the democratic style of leadership. Let's look at ourselves through the eyes of a leader:

• you store a lot of potential, which you just need to direct in the right direction;
• if create favorable conditions, you will strive for responsibility and work with maximum efficiency;
• if you are involved in organizational decisions, let you feel the trust of the authorities, you will use self-management.

It is worth noting that women tend to control everything (more precisely, to improve), but they are also softer with the staff and are not often prone to authoritarianism. That is why women among the leaders of the democratic style are quite common.

As an employee, you will be comfortable if you know how to make decisions and love being involved in the work process. The boss will not control your every step and give clear instructions, on the contrary, your communication will be reduced to recommendations and advice. But the quality of the work done will be noted and, most likely, additionally rewarded.

Do not confuse democratic leadership style with "don't give a damn", for good relations with superiors, you need the director to respect you as a professional. Which means you have to work.

If it’s hard for you to constantly bear the burden of responsibility or you are a little lazy, then a leader who “turns on the boss” from time to time is more suitable for you, that is, it is tougher and can give orders when you are too relaxed. Like leadership style is called "authoritarian-democratic". The boss puts high the interests of his employees, but never forgets about the main goal - high productivity.

A competent leader tries to adhere to the chosen leadership style, but is not afraid to change tactics in some situations. So, for example, a start-up company can start with the authoritarianism of the boss, who, as the team develops and improves the skill level, is able to switch to a democratic leadership style. In any case, the ability to adaptively manage a company is more an art than a science.

Characteristics of the democratic style

Democratic leadership is a leadership style based on the inclusion of employees in decision-making and the development of labor regulations. The democratic style is characterized by the desire of the leader to develop collective decisions, interest in informal relations. The goals of the activity are agreed with the employees. When distributing work, the wishes of the group members are taken into account. Evaluation of employees is carried out according to well-known criteria. Typically, this style is established when a qualified, intelligent, but somewhat indecisive and power-hungry person comes to manage the organization, and indecision in this case is not so much a property of his character as a consequence of understanding the complexity, multifactorial phenomena with which one has to deal.

Such a leader needs to listen to authoritative opinions, compare his position with them, and verify it during the discussion. He does not neglect additional information, and other people's experience. Thus, interest in a different point of view and discussion of the problem when making a decision are by no means formal, which is clearly felt by the participants in such a discussion. At the same time, decision-making remains the prerogative of the leader. Democratic style does not abolish the principle of unity of command. By joining the collegial decision, the leader turns it from a project into a document and assumes all the personal responsibility associated with it both for implementation and for the consequences. But unlike the authoritarian style, this by no means absolves other participants in the decision-making process of responsibility. True, we are now talking not about “external” responsibility (under fear of negative sanctions), but, above all, internal responsibility, to oneself, the instruments of which are conscience, professional self-esteem, the opinion of significant persons, etc.

The leader, who uses a predominantly democratic style, seeks to resolve issues collegially, inform subordinates about the state of affairs, and respond correctly to criticism. In communication with subordinates, he is polite and friendly, is in constant contact, delegates some of the managerial functions to other specialists, trusts subordinates. Demanding but fair. In preparation for implementation management decisions team members are involved. A democratic manager during business meetings is usually placed in the middle of the groups. This creates a relaxed atmosphere when discussing the problems of the development of the organization.

Democratic style. Conclusions:

· The nature of the style: Delegation of authority with the retention of key positions in the head. Decision making separately by levels based on participation. Information flows actively in two directions.

· Strengths: Ability to predict results. The focus is on order and results.

· Weak sides: Containment of individual initiatives, a large external workload of the leader, frequent "hands-on work", "crushed" conflict in the team, significant turnover of qualified specialists.

· Application conditions: Competent manager and trained subordinates.

Characteristics of the liberal style

Liberal style is a style in which the leader most often does not interfere in the work of subordinates, giving them broad independence. He clothes his decisions in the form of recommendations and advice, which subordinates have the right not to follow if they find more effective method achieving the set goal. The liberal (passive) style of management is characterized by the leader's desire to withdraw from decision-making or to shift this task to others, complete indifference to the affairs of the team. A leader who chooses this style gives complete freedom of action to his subordinates. He gives them the necessary information at their request. The group lacks a clear structuring of work, the distribution of rights and responsibilities. A leader with a liberal leadership style practically does not interfere in the activities of the team, and employees are given complete independence, the opportunity for individual and collective creativity. Such a leader with subordinates is usually polite, ready to cancel the decision he made earlier, especially if this threatens his popularity.

Passive style. Conclusions:

· The nature of the style: Removal of responsibility by the leader in favor of the group (organization).

· Strengths: Allows you to start the business as it is seen and without the intervention of the leader. It implies a high degree of independence and qualification of subordinates.

· Weaknesses: The group can lose control and slow down problem solving without leadership intervention.

· Psychological climate: Creative atmosphere, enthusiasm for work. Conflicts, if they arise, are usually constructive.

· Conditions of use: In relation to individual qualified personnel.

Leadership style- a method, a system of methods for influencing a leader on subordinates. One of critical factors effective work organization, the full realization of the potential of people and the team. Most researchers distinguish the following leadership styles:

• Directive style (authoritarian);
• Democratic style (collegiate);
• Liberal style (permissive or anarchist).

Directive management style characterized by a high centralization of leadership, the dominance of one-man management. The leader demands that all cases be reported to him, single-handedly makes decisions or cancels them. He does not listen to the opinion of the team, he decides everything for the team himself. The prevailing methods of management are orders, punishments, remarks, reprimands, deprivation of various benefits. Control is very strict, detailed, depriving subordinates of initiative. The interests of the cause are placed much higher than the interests of people; harshness and rudeness prevail in communication.

Democratic management style characterized by the distribution of authority, initiative and responsibility between the head and deputies, the head and subordinates. The head of the democratic style always finds out the opinion of the team on important production issues, makes collective decisions. Regularly and in a timely manner informing the members of the team on issues important to them. Communication with subordinates takes place in the form of requests, wishes, recommendations, advice, rewards for high-quality and efficient work, kindly and politely; orders are applied as necessary. The leader stimulates a favorable psychological climate in the team, defends the interests of subordinates.

Liberal management style characterized by the lack of active participation of the leader in the management of the team. Such a leader “goes with the flow”, waits or requires instructions from above, or falls under the influence of the team. He prefers not to take risks, “keep his head down”, shirks the resolution of urgent conflicts, seeks to reduce his personal responsibility. He lets work take its course, rarely controls it. This style of leadership is preferable in creative teams, where employees are distinguished by independence and creative individuality.

There are no "bad" or "good" management styles. specific situation, type of activity, personal characteristics of subordinates, and other factors determine the optimal ratio of each style and the prevailing leadership style. The study of the practice of managing organizations shows that in the work effective leader each of the three leadership styles is present to varying degrees.

Contrary to common stereotypes, the prevailing leadership style is practically independent of gender. (There is a misconception that female leaders are more gentle and focused primarily on maintaining good relationships with business partners, while male leaders are more aggressive and result-oriented.) The reasons for the separation of leadership styles may be more likely to be personality traits and temperament, rather than gender characteristics.

Successful top managers - both men and women - are not adherents of only one style. As a rule, they intuitively or quite consciously combine various leadership strategies.

This phrase is increasingly used in everyday life. Its use is applicable to methods of leadership, education, communication, activities, and even clothing. Let's figure out what is meant by the use of these words.

The democratic style is characterized by collegiality, joint activity, united by one goal. The use of this method encourages initiative, allows you to increase the number of options for resolving any issues, since there are no frameworks and restrictions, to introduce an atmosphere of trust and benevolence.

The democratic style is characterized by the division of responsibility among the entire team. The democratic leadership style is based on trust, information, responsibility and conscientiousness.

Authoritarian democratic style

This method combined two complete opposites and forced them to act together. How can this be? After all, the authoritarian style implies autocracy, and the democratic style implies the presence of freedom. This is the "feature" this style. The decision can be made by the boss alone, and the methods of its implementation can be entrusted to employees.

Conversely, the team finds different variants resolution of the situation, and the leader claims one thing. The use of this style falls entirely on the leader, depends on his experience and leadership qualities.

liberal democratic style

Briefly, it can be formulated as "maximum freedom with minimal control." With this method, a liberal leader cannot demand that employees fulfill their tasks due to personal qualities. He is afraid of spoiling relations with the team, so all orders are replaced with advice or requests, chief distanced from the process of work, so as not to take responsibility for its implementation.

The psycho-emotional mood among employees is unfavorable, and the work is done carelessly. But in a team where professionals work and everyone knows their business, you can use this method of leadership.

Democratic permissive style

The combination of two such styles is similar to liberal democratic. But there is a significant difference. The main characteristic of the democratic style is freedom in the choice of decisions and the way to achieve the goal, and permissive style is characterized by the absence of any control on the part of management over the process of solving and eliminating problems.

Democratic leadership style

The democratic style of the leader gives employees a chance for self-realization. Seeing that their initiative is appreciated, they try to make every effort in order to complete the task by minimal cost.

A democratic leader is able to rally employees together, where everyone will feel involved in the work being done. This has a great effect on the psychological atmosphere in the team and contributes to increased productivity.

Democratic management style

The democratic style of activity implies a focus on results. But this can only be achieved by developing the team. All the questions and contradictions that arise in this case regarding the performance of the assigned work and the interests of the team are not veiled, but are jointly resolved to the satisfaction of both subordinates and the boss, which is what the leader of a democratic management style strives for. A collegial approach helps to find the most effective solution to any problem.

Democratic parenting style

It is considered the most balanced, since the child is explained such concepts as “good” and “bad”, giving the right to choose for himself. The democratic pedagogical style of education pushes children to independent knowledge of the world and teaches them to be responsible for their choice.

Democratic style pedagogical communication manifests itself, for example, in situations where, in case of mistakes, the child is not punished, but jointly analyze the causes of the appearance of shortcomings, develop ways to correct them. The democratic style of the teacher allows the child to fully reveal his abilities, correct his behavior, and make the right choice.

Democratic style of communication

This style of communication increases the effectiveness of the conversation, as there is Feedback. The interlocutor becomes as open as possible to dialogue, clearly and clearly expresses his thoughts, does not try to disguise them. This, in turn, has a great effect on establishing relationships and mutual respect and trust between the interlocutors. This is the only way to find out how valuable mutual cooperation will be.

Pros and cons of democratic style

As elsewhere, every action has positive and negative aspects. It did not pass the democratic style. For every plus there is a minus. The democratic style helps to increase the number of methods of influencing the situation, but the speed of decision-making is reduced due to the need to view all methods and choose one.

It also increases the mobility of a department or organization. The democratic style of decision-making allows the manifestation of the ability to instantly and adequately respond to any external influences. This is due to the fact that the vertical of power has been replaced by a horizontal one. Information about any situations instantly reaches all employees and the search for response methods begins. But the controllability of the team is reduced. Due to the fact that all employees participate in the discussion, and everyone is sure that his version is the most correct one. This is how disputes and conflicts arise.

With a democratic style of governance production activity organized in cooperation between the leader and the subordinate. This style of management can be used when the creative content of the work prevails and assumes an approximately equal level of education of the manager and subordinates, as well as non-material incentives for the employee.

Typical signs of a democratic management style :

• 1. The leader manages subordinates, including them in the decision-making process for which he is responsible. He expects concrete help from his subordinates, makes decisions taking into account their suggestions and objections. He delegates his powers as far as possible, and orders only when necessary. At the same time, he recognizes the abilities of subordinates and realizes that he cannot know everything and foresee everything. Only the result of the work is controlled, self-control is allowed.
• 2. The manager not only informs in detail about the actual state of affairs, which must be known to complete the tasks, but also provides other information about the enterprise. Information serves as a means of control. The leader does not need signs that emphasize his position in the eyes of the people around him.

Requirements for a democratically managing leader, according to Shtopp:

• - openness;
• - trust in employees;
• - renunciation of individual privileges;
• - ability and desire to delegate authority;
• - official supervision;
• - control of results.

Subordinates are seen as partners who are able to relatively independently perform " daily work". When evaluating subordinates with this leadership style, they most often proceed from the "theory of the xy theory, according to which:

• 1) unwillingness to work is not innate by nature, but a consequence bad conditions labor that diminishes the natural desire to work;
• 2) employees take into account target settings have self-discipline and self-control;
• 3) the goals of the enterprise are achieved in the shortest possible way through monetary incentives and providing opportunities for individual development;
• 4) with a favorable experience, employees are not afraid of responsibility.

The active position of subordinates increases their motivation, which leads to improved work results.

Requirements for democratically controlled subordinates, according to Shtopp:

• - the desire and ability to bear personal responsibility;
• - self-control;
• - use of control rights.

The advantage of a democratic style is the adoption of appropriate decisions, high motivation of employees and unloading of the manager. In addition, the development of employees is supported. The downside is that a democratic management style can slow down decision making.

The democratic leadership style has two forms: "consultative" and "participatory".

As part of the "advisory" leader is interested in the opinion of subordinates, consults with them, seeks to use the best that they offer. Among incentive measures, encouragement prevails; punishment is used only in exceptional cases. Employees are generally satisfied with such a management system, despite the fact that most decisions are actually prompted from above, and usually try to give their boss all possible assistance. "Participatory" form democratic governance assumes that the leader fully trusts subordinates in all matters (and then they answer the same), always listens to them and uses all constructive suggestions, involves employees in setting goals and monitoring their implementation. At the same time, responsibility for the consequences of the decisions made is not shifted to subordinates. All this unites the team.

Usually, the democratic style of management is used when the performers are good, sometimes better leader, understand the intricacies of the work and can bring a lot of novelty and creativity to it. A Democratic leader, if necessary, can compromise or refuse altogether. decision if the logic of the subordinate is convincing. Where an autocrat would act by order and pressure, a democrat tries to convince, to prove the expediency of solving the problem, the benefits that employees can receive.

At the same time, the internal satisfaction received by subordinates from the opportunity to realize their creative abilities is of paramount importance. Subordinates can independently make decisions and look for ways to implement them within the framework of the powers granted, without paying attention special attention on trifles.

As a rule, the environment created by the leader-democrat is also educational in nature and allows you to achieve goals at low cost. There is a positive resonance of power: the authority of the position is reinforced by personal authority. Management takes place without brute pressure, relying on the abilities of employees, respecting their dignity, experience and skill. This forms a favorable moral and psychological climate in the team.

Research has shown that you can get about twice as much work done in an authoritarian style than in a democratic one. But its quality, originality, novelty, the presence of elements of creativity will be lower by the same order. From this we can conclude that the authoritarian style is preferable with more simple types activities focused on quantitative results, and democratic - with complex ones, where quality comes first.

Subsequent developments led to the substantiation of two new styles, in many respects close to authoritarian and democratic.

The style in which the leader focuses on solving the task assigned to him (distributes tasks among subordinates, plans, draws up work schedules, develops approaches to their implementation, provides everything necessary, etc.) is called task-oriented (instrumental). The style when the leader creates a favorable moral and psychological climate, organizes joint work, emphasizes mutual assistance, allows performers to participate in decision-making as much as possible, encourages professional growth, etc. was called subordinate-oriented (human relations).

A subordinate-oriented leadership style close to democratic contributes to increased productivity, as it gives room for people's creativity and increases their satisfaction. Its use reduces absenteeism, creates a higher morale, improves relationships in the team and the attitude of subordinates to management.

The potential benefits of a task-oriented leadership style are much like authoritarian leadership. They consist in the speed of decision-making and action, strict control over the work of subordinates. However, it puts performers in a position of dependence, generates their passivity, which ultimately leads to a decrease in work efficiency.

The leader here basically informs subordinates about their responsibilities, tasks, determines how they need to be solved, distributes responsibilities, approves plans, sets standards, controls.

Typically, leaders use either a democratic style, focused on human relations, or an authoritarian style, focused on work.

Liberal management style

Right where we are talking on the need to stimulate creativity performers to their work, the liberal style of management is most preferable. Its essence lies in the fact that the leader sets a task for his subordinates, creates the necessary organizational conditions for work, defines its rules and sets the boundaries of the solution, while he himself fades into the background, leaving behind the functions of a consultant, arbiter, expert evaluating the results and in case of doubts and disagreements of the performers makes the final decision. It also provides employees with information, encourages, trains.

Subordinates, freed from intrusive control, independently make the necessary decisions and look for ways to implement them within the framework of the powers granted. Such work allows them to express themselves, brings satisfaction and forms a favorable moral and psychological climate in the team, generates trust between people, and contributes to the voluntary acceptance of increased obligations.

The use of this style is becoming more widespread due to the growing scale scientific research and experimental design developments carried out by highly qualified specialists. They do not accept command, power pressure, petty guardianship, etc.

In advanced firms, coercion gives way to persuasion, and strict control - to trust, subordination - to cooperation, cooperation. Such soft management, aimed at creating "managed autonomy" of departments, facilitates the natural application of new management methods, which is especially important when creating innovations.

At the same time, this style can easily be transformed into a bureaucratic one, when the leader is completely removed from business, passing them into the hands of “nominees”. The latter, on his behalf, manage the collective, while applying more and more authoritarian methods. At the same time, he himself pretends that the power is in his hands, but in fact he becomes more and more dependent on his voluntary assistants. A sad example of this is army hazing.

Delegation can be directed to any field of activity of the enterprise. However, one should refuse to delegate typically managerial functions of leadership, as well as tasks with far-reaching consequences. When delegating authority, the burden is removed from the manager, the employees' own initiative is supported, their labor motivation and readiness to bear responsibility are strengthened. In addition, employees must be given the confidence to make decisions on their own responsibility.

In order to successfully apply delegation management, you must:

• - delegation of tasks to employees;
• - delegation of competencies to employees;
• - Delegation of responsibility for actions to employees;
• - exclusion of the possibility of recalling delegated powers or transferring them from one employee to another;
• - establishment of the procedure for regulating exceptional cases;
• - exclusion of the possibility of intervention by the manager with the correct actions of the employee;
• - obligatory intervention of the head in case of an error and obtaining results, settled in a special order;
• - acceptance by the manager of responsibility for leadership;
• - Creation of an appropriate information system.

The transferred tasks should correspond to the abilities of the employees, be predominantly homogeneous, complete in form. Delegated competences and responsibility for actions should correspond to each other in scope.

Benefits delegate method control:

• 1) unloading the head;
• 2) the ability to quickly make informed decisions; employees are transferred competences and responsibility for action;
• 3) assistance in the development of one's own initiative, labor motivation among employees.

Disadvantages of managing the delegation method:

• 1) the leader delegates as few interesting tasks as possible;
• 2) hierarchical relationships can be approved;
• 3) strong focus on tasks, not on employees;
• 4) establishment of hierarchical relations "horizontally".

AT real life There is no “pure” leadership style, so each of the listed ones contains elements of the others to one degree or another.

There are no "bad" or "good" management styles. The specific situation, type of activity, personal characteristics of subordinates and other factors determine the optimal ratio of each style and the prevailing leadership style. A study of the practice of managing organizations shows that each of the three leadership styles is present to one degree or another in the work of an effective leader.

Contrary to common stereotypes, the prevailing leadership style is practically independent of gender. There is a misconception that female leaders are softer and focused primarily on maintaining good relationships with business partners, while male leaders are more aggressive and result-oriented. The reasons for the separation of leadership styles may be more likely to be personality traits and temperament, rather than gender characteristics. Successful top managers - both men and women - are not adherents of only one style. As a rule, they intuitively or quite consciously combine various leadership strategies.