12. Leadership - the concept and classification

Leadership and leadership are viewed in social psychology as group processes associated with social power in a group.

In general theories of leadership, a leader and a leader is understood as a person who has a leading influence on a group: the leader is in the system of informal relations, the leader is in the system of formal relations.

In a socio-psychological sense, leadership and leadership are the mechanisms of group integration that unite the actions of a group around an individual performing the function of a leader or leader.

The phenomena of leadership and leadership are close in their psychological essence, but they do not completely coincide, since the leader most often focuses on the task of joint activities, and the leader - on group interests.

There are two aspects of power - formal and psychological - depending on the orientation and leaders and leaders. The formal, or instrumental, aspect of power is associated with the legal powers of the leader, and the psychological one is determined by the personal capabilities of the leader to influence the group members.

Differences between leader and leader :

1) the leader regulates interpersonal relations, and the leader - formal.

The leader is connected only with intragroup relations, the head is obliged to ensure a certain level of relations of his group in the microstructure of the organization;

2) the leader is a representative of his group, its member. It acts as an element of the microenvironment, while the manager enters the macroenvironment, representing the group at a higher level of social relations;

3) leadership is a spontaneous process in contrast to leadership.

Leadership appears as a phenomenon more stable than leadership;

4) the leader in the process of influencing his subordinates has significantly more sanctions than the leader.

He can use formal and non-formal sanctions. The leader has the ability to use only informal sanctions;

5) the difference between a leader and a leader is related to the decision-making process.

For their implementation, the manager uses a large amount of information, both external and internal.

The leader owns only the information that exists within this group.

Decision making by the leader is carried out directly, and the leader - indirectly.

The scope of the head is wider, since the leader has it limited to the scope of this group.

The leader is always authoritative, otherwise he will not be the leader.

The head may have authority, and may not have it at all.

Some socially psychological patterns of influence are valid both for leadership and for leadership.

In some sources, the phenomena of leadership and leadership are considered identical.

So, D. Myers believes that leadership is a process by which certain members of a group motivate and lead a group.

In this case, the leader may be officially appointed or elected, but may be nominated in the process of group interactions.

The sociological theories of leadership include: the theory of devils, the situational theory, the theory of the decisive role of followers, the relational theory.

The theory of traits includes the idea that leadership is a phenomenon born of the specific traits of a leader.

In the sociological concepts of M. Weber and E. Trelch , a special term was introduced to designate such a specific leader trait as charisma - the exceptional talent of a person, which makes a special impression on the people around him.

The theory has received a lot of refutations due to the fact that different types of vital activity of a social group require different qualities of a leader.

Situational theory proclaims the significance of the situation in the process of nominating a leader.

The leader is a function of the situation.

If the social situation of the existence of a group changes dramatically, the probability of a change of leader is high.

T. Shibutani identified two psychological factors that depend on changes in the situation: the degree of formalization of the group and the degree of autonomy of the members of the group.

Types of social situations depending on the change in the degree of formalization of relations and the autonomy of the subjects:

1) sudden critical situations. They are unpredictable, arise as a spontaneous process and contribute to the nomination of a new leader;

2) critical repetitive, predictable situations. Leaders and leaders are specially trained for certain actions in such situations;

3) typical recurring situations , which are based on conventional norms.

Such situations usually do not imply the presence of a leader.

People who tend to dominate communication often act as leaders here;

4) typical recurring conventional situations that arise in institutions of various types (everything related to the work of most people);

5) group rituals. These are informal relationships that determine the social behavior patterns of the majority of the group members.

Situational leadership theories entailed the development of a theory of the decisive role of followers .

Leadership is a function of the expectations (expectation) of followers. A leader cannot exist without a social group.

If a group does not support a leader, then he loses the opportunity to influence his activities, therefore it is necessary to study the requirements and interests of the group.

Within the framework of the theory of traits, the situational theory and the theory of the determining role of followers, various problems of influence and leadership were studied.

Since both the features of the leader, and the situation in which he acts, and the opinion of followers are significant in almost all conditions of the leader’s activities, a comprehensive (relational) theory of leadership was developed, including the main ideas of all three theories.

In the concepts of the psychoanalytic direction, leadership was viewed as the effect of certain human drives that were not realized in social life (Z. Freud).

A. Adler believed that the desire for power is generated by fear. He who fears people sees the need to rule over them.

In modern social psychology, psychological management theories have become popular, aimed at developing the problems of managers of the so-called middle level.

Leadership style is a typical leader system of methods of influencing group members (subordinates or slaves).

K. Levin singled out three leadership styles: authoritarian (prescriptive), democratic (collegiate), and conniving (anarchic).

The authoritarian style is manifested in rigid management methods, the lack of discussion of decisions made, the management of a group by only one person — the manager, who himself develops decisions, controls and coordinates the work of subordinates.

The democratic style is distinguished by a collegial discussion of problems in a group, the encouragement by the leader of an initiative of subordinates, an active exchange of information between the leader and members of the group, and decision-making at a general meeting.

The permissive style is expressed in the voluntary refusal of the manager from managerial functions, elimination from management, transfer of management functions to members of the group.

Each style has its advantages and disadvantages.

With an authoritarian style, the quality of a manager’s decisions depends on the information he possesses and on his ability to interpret it correctly.

However, an authoritarian leader does not always have enough information to make decisions, since there is a great social distance between him and his group.

An authoritarian leader never gives his subordinates complete information about the course of affairs, which can cause frustration of group members and speed up the formation of informal microgroups.

The authoritarian style implies a clear planning of work, the implementation of all affairs in accordance with the deadlines.

In a democratic style, the manager has more information about group processes, which makes decision making easier and makes them more appropriate for the situation.

However, adoption itself is slower due to democratic procedures.

The leader must have special qualities: flexibility of behavior, tolerance towards his subordinates, patience and restraint with a high level of sociability.

This style contributes to a more favorable psychological climate in the group, rather than authoritarian. Here the manager may have problems in connection with the control activities.

Permissive style is less common.

With this style, the group exists independently and determines the main directions of its life itself.

Gradually, there is a complete rejection of formal relations, the social distance between members of the group is sharply reduced.

In such a situation, interest in the case may decrease, and the joint goal may not be achieved.

Only a high level of personal or professional development of group members can contribute to the normal work of the group with such management.

The most successful leaders and leaders are guided by all three styles depending on the conditions of activity.

The main factors of change in leadership style: the degree of urgency of decision making, the confidentiality of the task, the size of the group, the personality of the manager, the mental abilities of subordinates or the level of their professionalism