At any enterprise there is a leader. The types of leaders are determined by various criteria. The most comprehensive classification was given by scientists from England, Mouton and Blake. Knowing what types of leader exist, you can, once in a team, choose for yourself the most effective tactics of behavior. Mouton and Blake identified 5 main and three additional categories. Let us consider the main types of leaders.
Concern for production combined with indifference to employees
As a rule, the types of managers and subordinates are in mutual communication with each other. A director who takes care of his company, while treating employees with indifference, knows in advance how to achieve this goal. He solves problems using any means, directing all the strength and activity of employees to achieve the result. Such a person is constantly afraid of losing his leadership. Types of leaders who are afraid of losing influence and authority tend to concentrate all possible powers in their hands. They require blind obedience from the employees, in no case do not recognize the opinions of others. By all means, they try to impose their will on employees, rejecting their advice. These are far from all the features that such a leader possesses. Types of leaders seeking authoritarianism always make decisions on their own, never reviewing them.
The nature of the employment relationship
Types of managers requiring unconditional execution of orders and orders are distinguished by a desire to constantly intervene in the activities of their employees. Such people constantly look for errors and irregularities in the work of personnel, seek to identify and punish the perpetrators. Thus, relations are developed between the leader and the subordinate, similar to those between the overseer and the prisoner. Such directors ignore lower-level managers, as well as ordinary executives. If they meet peers on their entrepreneurial path, they will certainly try to show their superiority. Is such a leader needed? Types of leaders, characterized by complete independence, are most effective in critical situations. In this case, their ability to make decisions quickly is very helpful. In the short term, such behavior undoubtedly gives the desired effect. However, in the future, such behavior may lead the enterprise to a crisis. This is due precisely to the attitude that such a leader shows to his employees. The types of managers who are characterized by repressive methods cause passivity and protest among the staff. The actions of such directors significantly worsen the moral and psychological state of people. But it is worth noting that such phenomena cannot be called frequent. Employees may feel sympathy for such a person, not consider it appropriate to resist, seek to relieve themselves of responsibility or belong to the same type of people. In these cases, the director will get exactly what he wants. As a rule, the career advancement of such bosses is of an average pace, but is somewhat more successful than many others.
Maximum care for the staff, combined with almost complete indifference to production
For many employees, this is a very good leader. The types of managers who are distinguished by the desire to create a favorable climate in the team are respected and loved by the employees. Such directors select their employees based on personal sympathy. He helps and supports subordinates, encourages, tries to establish friendships, softens pressure and smooths corners in relationships. These types of leaders do not like transformations that violate the usual way. In this regard, they perceive only positive aspects in situations. All this forms a favorable attitude of employees. In their activities, such directors try to find out the expectations and desires of the people around them, their way of thinking. To obtain the necessary information, they rather actively consult with everyone, conduct lengthy discussions, listen to opinions. Based on the information received, these types of organization leaders make a decision that satisfies everyone as much as possible. However, they rarely control its execution.
Personal characteristic
Such a director does not seek to challenge others. On the contrary, he tries to agree with the positions presented by other people, even if he has his own opinion. The leader does not take active actions, is in no hurry to take the initiative. Nevertheless, he quickly enough reacts to the actions of others and fulfills their requests with great enthusiasm. As a result of such behavior, the team does not establish such strict rules and norms. At the same time, employees begin to work less efficiently, strive for comfort, try to avoid innovations while the opportunity to express their opinion and realize ideas is presented to everyone. As a result, moral satisfaction and productivity of the team remain at an average level, and career growth is possible with reduced management requirements.
Lack of any reference points
There are leaders who strive to take a neutral position without interfering in any serious business. They also avoid conflict situations, inert, indifferent. Such directors themselves, as a rule, do not make decisions - they hope that everything will be resolved by itself, without their participation, or the necessary instructions will be received from above that they will pass to the executors. This behavior is characteristic of a person who is disappointed in his work and "falls short of retirement." He seeks to survive and retains his place for personal gain. In this regard, he fulfills the minimum that is necessary according to his job description, without attracting much attention. Typically, such a leader acts as a ballast for the organization. His career progress is very slow.
Intermediate type
Such bosses solve problems by compromising, strive for stabilization and balance, and avoid extremes. They try to make a good impression on others, without standing out from the masses. In this regard, such bosses are trying to maintain the existing situation, respect established traditions and order, and avoid open clashes. They require the same behavior from subordinates. As a result, this leads to bureaucratization. Employees who are selected on the basis of the principle of compliance with the team, such directors do not command. They only guide their activities by instructing, informing about the implementation of tasks, delegation of authority, persuasion. The bosses of this type also try to make decisions that, if possible, will suit everyone. They do not defend a single point of view, sacrifice beliefs for the sake of business. In the course of monitoring the activities of employees, they do not seek out errors and shortcomings.
Benefits
Such leaders support ideas that are aimed at improving the enterprise. Along with this, they give preference to personal contacts and informal discussions, thus ensuring their knowledge of matters within the team. This behavior allows you to achieve moderate career success. But in the absence of official opinion, such a director will feel somewhat constrained.
Priority Synthesis
The directors of the fifth category combine different types of managerial styles. Such bosses attract workers who are characterized by strategic thinking, a desire to contribute to the achievement of goals. Directors involve such employees in solving problems, taking into account their personal interest, and contribute to unlocking their potential through a wide exchange of views and information. All this ensures high efficiency of the enterprise, the disclosure of the creative abilities of performers, increases job satisfaction. Leaders of this type are sincere, energetic, direct, self-confident, decisive. They focus on the problems currently facing, are in constant search, try to establish agreement and contribute to the formation of mutual understanding in the team.
Types of Authority
In addition to the above five, there are three additional categories: facadeist, opportunist and paternalist. The latter combines the signs of the first and second types. Such a director is a generous dictator, condescending, but overwhelming enthusiasm. He requires employees to do what he wants, to behave in the same way as he does. To implement this position, a variety of methods are used. They are applied until the moment it becomes clear to the executors what exactly is required of them and does not learn to be subordinate, supporting the position of the director. For this, they will subsequently be rewarded. The leader, in turn, does not miss an opportunity to read morality to employees, to carry out propaganda of their own beliefs, to instruct, promote obedient workers. Authority is delegated to them only for the species. All decisions are made by him alone. Moreover, such a director does not tolerate criticism in his favor. By attracting loyal employees, he forms a fairly stable team, which, in turn, ensures moderate to high performance, but within the expected range.
Opportunist
This is a narcissistic director, striving to achieve superiority, which will subsequently allow him to do whatever he wants. Such a leader lacks solid values and beliefs. In this regard, most of his actions are unpredictable and aimed at pleasing his superior people, to stand out among his peers. He treats the latter with caution, and requires humility from employees. The manifestation of the initiative is of a calculation nature. He does what his leadership needs, prompting decisions that will bring benefits, first of all, to him personally. In the short run, he can make a career very quickly. However, in the future, his egoism prevents him from staying in one place.
Facadeist
This leader is closed, does not reveal the thoughts that he has. But at the same time, he forms an idea of him as a frank person. In fact, such a director skillfully manipulates people and hides the desire for management and power over the first person. Outwardly, he always outwardly supports the latter, without, however, expressing his opinion firmly and directly. Manipulation is realized by him through advice, intrigue, lies, set people, compromises, withholding information. If you need to punish someone, he uses the "wrong hands". He uses ideas, conflicts, opinions of other people in his own interests. He notices existing problems, but ignores them, while leaving loopholes in order to change course if necessary.