The democratic management style is based on methods. Management styles

The democratic style is characterized by granting subordinates independence within the limits of the functions they perform and their qualifications. This is a collegial style that gives greater freedom to subordinates under the control of the leader. Subordinates are seen as partners who can carry out the “daily work” relatively independently. When assessing subordinates with this leadership style, they most often proceed from theory u (Igrek), according to which:

1) reluctance to work is not innate by nature, but a consequence of poor working conditions, which reduce the natural desire to work;

2) employees take into account goals, 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 favorable experience, employees are not afraid of responsibility.

A democratic leader prefers such mechanisms of influence that appeal to higher-level needs: participation, belonging, self-expression. He prefers to work in a team rather than pull the strings of power.

A Democrat's view of his staff boils down to this:

labor is a natural process. If conditions are favorable, then people will not only accept responsibility, they will strive for it;

if people are involved in organizational decisions, they will use self-control and self-government;

initiation is a function of the reward associated with goal achievement;

The ability to creatively solve problems is common, and the average person's intellectual potential is only partially utilized.

A true democrat tries not to impose his will on his subordinates. He shares power with them and controls the results of their activities.

Enterprises where the democratic style dominates are characterized by high decentralization of powers. Subordinates take an active part in preparing decisions and enjoy freedom in carrying out tasks. The necessary prerequisites for performing the work have been created, a fair assessment of their efforts is carried out, and a respectful attitude towards subordinates and their needs is observed.

The leader puts a lot of effort into creating an atmosphere of openness and trust so that if subordinates need help, they can not hesitate to contact the leader.

In his activities, a democratic leader relies on the entire team. He tries to teach his subordinates to delve into the problems of the unit, give them effective information and show them how to look for and evaluate alternative solutions.

Personally, the manager deals only with the most complex and important issues, leaving subordinates to decide the rest. He is not subject to stereotypes and varies his behavior in accordance with changes in the situation, the structure of the team, etc.

Instructions are issued not in the form of instructions, but in the form of proposals, taking into account the opinions of subordinates. This is not due to a lack of personal opinion or a desire to share responsibility, but to the belief that in a skillfully organized process of discussion, better solutions can always be found.

Such a leader is well versed in the strengths and weaknesses of his subordinates. Focuses on the capabilities of the subordinate, on his natural desire for self-expression through his intellectual and professional potential. Desired results he achieves this by convincing performers of the appropriateness and significance of the duties assigned to him.

The democratic leader constantly and thoroughly informs his subordinates about the state of affairs and prospects for the development of the team. This makes it easier to mobilize subordinates to implement assigned tasks and to instill in them a sense of true masters.

Being well informed about the true state of affairs in the unit he leads and about the moods of his subordinates, he is always tactful in his relationships and is sympathetic to their interests and requests. He perceives conflicts as a natural phenomenon and tries to benefit from them for the future, delving into their root cause and essence. With such a system of communication, the activities of the leader are combined with his work in educating his subordinates, and a sense of trust and respect between them is strengthened.

The democratic style encourages the creative activity of subordinates (largely through delegation of authority) and helps create an atmosphere of mutual trust and cooperation.

People are fully aware of their importance and responsibility in solving the problems facing the team.

Discipline transforms into self-discipline.

The democratic style does not at all complicate unity of command and does not weaken the power of the leader. Rather, on the contrary, his authority and real power increase, since he controls people without harsh pressure, relying on their abilities and taking into account their dignity.

The advantage of a democratic style- making expedient decisions, high motivation of employees and unloading of the manager. In addition, employee development is supported. Flaw- democratic management style can slow down decision making

Leadership style- the behavior of a leader towards subordinates in order to influence them and encourage them to achieve the goals of the organization.

According to Likert theory, there are four leadership styles:

Exploitative-authoritarian: the leader has clear characteristics of an autocrat, does not trust his subordinates, rarely involves them in decision making, and creates the tasks himself. The main incentive is fear and the threat of punishment, rewards are random, interaction is based on mutual distrust. Formal And informal organization are in conflict.

Paternalistic-authoritarian: The leader favorably allows subordinates to have limited participation in decision making. Reward is actual and punishment is potential, and both are used to motivate workers. Informal organization is partly opposed to formal structure.

Advisory: The leader makes strategic decisions and, showing trust, delegates tactical decisions to subordinates. Limited inclusion of workers in the decision-making process is used for motivation. The informal organization differs only partially from the formal structure.

Democratic The leadership style is characterized by complete trust and is based on the widespread involvement of personnel in the management of the organization. The decision-making process is dispersed across all levels, although integrated. The flow of communications goes not only in vertical directions, but also horizontally. Formal and informal organizations interact constructively.

50 Democratic management style (collegial)

Democratic style management is characterized by the distribution of powers, initiative and responsibility between the manager and deputies, the manager and subordinates. Supervisor democratic style always finds out the team’s opinion on important production issues and makes collective decisions. Team members are informed regularly and in a timely manner on issues that are important to them. Communication with subordinates takes place in the form of requests, wishes, recommendations, advice, rewards for high-quality and efficient work, in a friendly and polite manner; orders are applied as necessary. The leader stimulates a favorable psychological climate in the team and defends the interests of subordinates.

Democratic management style is a leadership style in which the manager develops directives, commands and orders based on proposals developed by the general meeting of employees or a circle of authorized persons.

DEMOCRATIC: CONSULTATIVE AND PARTICIPATIVE

Organizations in which the principle of democratic leadership dominates are characterized by a high degree of decentralization of powers, active participation of employees in decision-making, and the creation of conditions under which the performance of official duties is attractive to them, and success is a reward.

A true democratic leader tries to make the responsibilities of subordinates more attractive, avoids imposing his will on them, involves them in decision making, and provides freedom to formulate their own goals based on the ideas of the organization.

Within "advisory" the manager is interested in the opinions of his subordinates, consults with them, and strives to use the best that they offer. Among incentive measures, encouragement predominates; punishment is used only in exceptional cases. Employees are generally satisfied with this management system, despite the fact that most decisions are actually prompted to them from above, and usually try to provide their boss with all possible assistance and moral support in necessary cases.

"Participative" a form of democratic management presupposes that the manager fully trusts his subordinates in all matters (and then they respond in kind), 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 decisions taken is not transferred to subordinates. All this brings the team together.

Typically, a democratic management style is used in the case when the performers are well, sometimes better than the manager, 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 abandon the decision altogether if the subordinate’s logic is convincing. Where an autocrat would act with orders and pressure, a democrat tries to convince and prove the feasibility of solving the problem and the benefits that employees can receive.

At the same time, the internal satisfaction received by subordinates from the opportunity to realize their Creative skills. Subordinates can independently make decisions and look for ways to implement them within the framework of the powers granted, without paying much attention to the details.

As a rule, the environment created by a democratic leader is also educational in nature and allows one to achieve goals at low cost. There is a positive resonance of power: the authority of the position is reinforced by personal authority. Management occurs without harsh pressure, relying on the abilities of employees, respecting their dignity, experience and skills. This creates a favorable moral and psychological climate in the team.

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

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

The style in which the manager is focused 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). A style when a leader creates a favorable moral and psychological climate, organizes working together, emphasizes mutual assistance, allows performers to participate as much as possible in decision making, encourages professional growth, etc. got the name focused onsubordinates (human relations).

Subordinate oriented A leadership style close to democratic helps to increase productivity, as it gives scope to people’s creativity and increases their satisfaction. Its use reduces absenteeism, creates higher morale, improves team relationships and the attitude of subordinates towards management.

Potential Benefits task-oriented leadership style, in many ways similar to an authoritarian one. They consist in the speed of making decisions and actions, 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 manager here mainly informs subordinates about their responsibilities and tasks, determines how they need to be solved, distributes responsibilities, approves plans, sets standards, and controls.

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

LIBERAL MANAGEMENT STYLE(BUREAUCRATIC)

Liberal style management is characterized by the lack of active participation of the manager 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,” avoids resolving urgent conflicts, and strives to reduce his personal responsibility. He lets his work take its course and rarely controls it. This leadership style is preferable in creative teams where employees are independent and creative.

Liberal management style is a leadership style in which the manager develops directives, commands and orders that are subject to strict execution by the persons subordinate to the manager on the basis of his own opinion, taking into account the opinions of subordinates.

LIBERAL, INCLUDING BUREAUCRATIC

In the same place we're talking about about the need to stimulate the creative approach of performers to their work, the most preferable liberal stylemanagement. Its essence is that the manager 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, reserving the functions of a consultant, arbiter, expert who evaluates the results obtained and in case of doubts and disagreements between performers, makes the final decision. It also provides employees with information, encouragement, and training.

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 creates a favorable moral and psychological climate in the team, generates trust between people, and promotes the voluntary assumption of increased obligations.

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

In leading firms, coercion gives way to persuasion, and strict control- trust, submission - 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 bureaucratic, when the manager completely withdraws from affairs, transferring them into the hands of “promotes”. The latter manage the team on his behalf, using increasingly authoritarian methods. At the same time, he himself pretends that power is in his hands, but in reality he becomes more and more dependent on his volunteer assistants. A sad example of this is army hazing.

In real life, there is no “pure” leadership style, therefore, each of those listed contains elements of the others to one degree or another.

One can understand why both the autocratic approach and the human relations approach have won many supporters. But it is now clear that both supporters committed exaggerations, drawing conclusions that were not fully supported by the facts. There are many well-documented situations where the benevolent-autocratic style has proven to be very effective.

The democratic style has its own attractive sides, successes and disadvantages. Of course, many organizational problems could be solved if improved human relations and worker participation in decision making always led to greater satisfaction and higher productivity. Unfortunately, this does not happen. Scientists have encountered situations where workers participated in decision making, but, nevertheless, the degree of satisfaction was low, as well as situations where satisfaction was high and productivity was low.

It is clear that the relationship between leadership style, satisfaction and performance can only be determined through long-term and extensive empirical research.

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

Contrary to popular stereotypes, the prevailing leadership style is largely independent of gender. There is a misconception that women leaders are softer and focused primarily on supporting good relations with business partners, while male managers 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 - do not adhere to just one style. As a rule, they intuitively or quite consciously combine different leadership strategies.

adaptive style, that is, a style focused on a specific reality determined by the external environment, the capabilities of subordinates, the characteristics of the problem being solved, the resources and capabilities of the organization.

Four adaptive control schemes

Project Scope Management. Solutions evolve from user specifications, and user specifications evolve from proposed solutions (anti-schema: requirements are precisely and completely defined in advance).

Regularity of the process. The regulation of the process and controls varies from weak to strong (anti-scheme: throughout the project, the degree of regulation remains unchanged).

Quality of progress. Successful projects are characterized by an alternation of advances and retreats (anti-scheme: as a pre-drawn plan is blindly implemented, 90% of the allocated funds are spent without noticeable deviations).

Quality control. Throughout the entire work on the project, intermediate versions are thoroughly tested (anti-scheme: testing is considered as something of secondary importance and is postponed until the final stages).

54 . The difference between a leader and a manager

Typically, a manager is a formal position, in which a person simply exercises control over the process. He makes sure that his subordinates do not make mistakes that would disrupt the well-functioning process.

Leadership is a psychological phenomenon. Leadership is technology. It is impossible to be a formal leader. Leaders are not appointed. But a manager can become a leader.

Managers/Managers
Get your position	Take over leadership
Accept and support the status quo	Challenge the status quo
Strive for predictability and order	Committed to change
Realize goals	Shape the Vision
Organize activities for the implementation of the event	Create events
Act within the framework accepted in organizing rules, regulations, strategies, procedures	Act outside the boundaries of the organization’s rules, regulations, strategies, procedures
Motivate staff	Inspire people
Avoid risks	Taking risks
Develop the order, phasing of actions and deadlines for their implementation	Develop concepts and strategies
Monitor compliance with criteria	Develop criteria, set boundaries
Emphasis on tactics, structure	Emphasis on fundamental values, common goals
Organize staff	Bringing together like-minded people
Interested in performance	Interested in efficiency

Blake-Mouton management grid(English) Blake and Mouton leadership grid) - a concept developed at Ohio State University, was modified and popularized by Blake and Mouton, who constructed a grid (diagram) that included 5 basic leadership styles (Figure 1).

Rice. 1. Blake-Mouton Management Grid (matrix of leadership styles)

The vertical axis of this diagram ranks "concern for people" on a scale from 1 to 9. The horizontal axis ranks "concern for production" also on a scale from 1 to 9. Leadership style is determined by both of these criteria. In total we get 81 positions (9x9), i.e. 81 management style options. Each of the behavioral options when managing a company can be compared with any other from this matrix. Of course, it is impossible to clearly determine which quadrant of the matrix a given specific type of leadership belongs to. In reality, it is not necessary to do this, since it is impossible to extract a specific meaning from the quadrant number. Blake and Mouton described the five extreme and most characteristic positions of the matrix.

1.1 - fear of poverty (primitive leadership). Only minimal effort is required on the part of the manager to achieve the quality of work that will avoid dismissal.

This position characterizes a type of manager who has a rather cold attitude towards both his subordinates and the production process itself. He believes that a manager can always resort to the help of an outside expert or specialist. Such management of affairs will help to avoid conflicts and troubles, will create favorable conditions for the work of the manager himself, and, in addition, will expand the range of new ideas embodied in production. As a rule, such a manager cannot be called a leader, a beacon. He is rather simply “the guardian of his briefcase and chair.” But this state of affairs cannot last long. Sooner or later, the most serious difficulties will force you to either reconsider your leadership style or change the leader himself.

1.9 - Holiday House (social leadership). The leader focuses on good, warm human relationships, but cares little about the efficiency of completing tasks. This position characterizes managers who devote Special attention the needs and requirements of their subordinates, which cannot be said about the production process. Managers of this type believe that the basis for success lies in maintaining an atmosphere of trust and mutual understanding in the team. Such a leader, as a rule, is loved by his subordinates; they are ready to support their leader in difficult times. Personnel turnover in enterprises with this management style is very low, as is the number of absenteeism, and the level of job satisfaction is very high. Unfortunately, excessive trust in subordinates often leads to the adoption of half-hearted, ill-considered decisions, and production suffers as a result. Efficient subordinates very often abuse their confidence or even try to replace a soft-bodied leader.

9.1 - authority - subordination. The manager cares very much about the efficiency of the work performed, but pays little attention to the morale of his subordinates. This position is typical for managers who prioritize production and practically do not carry out any social activities. They believe that such activities are a manifestation of softness and lead to mediocre results. In addition, they believe that the quality of management decisions does not depend on the degree of participation of subordinates in its adoption. The positive features of this type of manager are: high level responsibility, ability to work, organizational talent, intelligence. However, a distance is constantly maintained between such a leader and his subordinates, there is often no direct connection and mutual understanding, and only a satisfactory level of group discipline is maintained.

5.5 - organization (production and social management). The manager achieves acceptable quality of task performance by finding a balance between efficiency and good morale. This position characterizes the type of leader who skillfully combines concern for people with concern for production. Such a manager believes that a compromise in all cases is The best decision, it is the basis for effective management. Decisions must be made by the manager, but must be discussed and adjusted with subordinates. Control over the decision-making process is, as it were, compensation for workers for exercising control over their activities in the production process. The positive features of leaders of this type are constancy, interest in the success of their endeavors, innovative thinking, and progressive views. However, unfortunately, the progressiveness of views does not extend directly to the management style itself, which does not contribute to the development and movement forward of the entire production. The competitiveness of firms with this management style sometimes leaves much to be desired. As, indeed, are some aspects of the internal life of the team.

9.9 - team. Through increased attention to subordinates and efficiency, the leader ensures that subordinates consciously join the goals of the organization. This ensures both high morale and high productivity. This position characterizes this type of leader who treats both people and the production he heads with equal care. Unlike the position manager (5.5), who believes that the key to success is compromise, this type of manager does not stop halfway. He strives to make every effort both in the field of social policy and in production itself. Moreover, they consider the active involvement of subordinates in the decision-making process to be the best way to increase productivity and improve the quality of products and services. This allows us to increase job satisfaction for all workers and take into account the slightest nuances that affect the efficiency of the production process.

Blake and Mouton assumed that the most effective leadership style—the optimal style—was a 9.9 leader. In their opinion, such a leader combines a high degree of attention to his subordinates and the same attention to productivity. They also realized that there are many activities where it is difficult to clearly identify a leadership style, but they believed that professional training and a conscious attitude to goals allowed all managers to move closer to the 9.9 style, thereby increasing their effectiveness.

The leadership style matrix is undoubtedly the most popular approach to studying leadership styles. Not only is it a good combination of other studies on this topic, but it also provides a special opportunity for managers to evaluate their position and try to begin to move towards improving their management style.

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Democratic leadership style

Democratic * leadership style has nine characteristic features:

* In this case, the term “cooperative” more accurately reflects the essence of this style than the word “democratic”, since most modern business organizations are in a certain sense authoritarian, assume unidirectional leadership and do not allow the election of leaders and the collective principle of decision-making characteristic of democracy.

1. Mutual influence between the manager and employees, which involves the manager’s refusal to exercise some of his rights and responsibilities for decision-making and transferring them to group members, as well as not only the active participation of group members in decision-making, but also their extensive daily cooperation.

2. Functional differentiation of roles, taking into account the competence of group members. The cooperative style tries to combine everyone's desire to accomplish common task with a rational distribution of functions depending on the abilities of workers.

3. Multilateral information and communication relations. A wide network of vertical, horizontal and diagonal information flows is designed to facilitate the competent performance of organizational tasks, as well as the development of interpersonal relationships.

4. Conflict resolution through negotiation, bargaining and compromise. IN conflict situations A leader who adheres to a cooperative style uses precisely these methods and refuses unilateral authoritarian decisions.

5. Group orientation. The leader's focus on the team and people allows employees to exercise increasing influence on management processes and thereby increase satisfaction with work and being in the group.

6. Trust as the basis of cooperation. An atmosphere of mutual trust between members of an organization is an indispensable condition cooperative leadership style.

7. Satisfying the needs of employees and managers. This trait has the peculiarity that the leader who possesses it pays special attention to the implementation of personal and professional interests members of the organization, which is not directly dependent only on the economic efficiency of the enterprise.

8. Focus on goals and results. Contradictions between the individual goals of employees and the goal of the organization are not camouflaged, which is the case with authoritarian-bureaucratic leadership, but are resolved on the basis of their integration with the active participation of all interested parties. This allows you to provide real support general orientation to achieve high performance results of the organization. democratic cooperative style leadership

9. Focus on the development of personnel and the entire organization *.

* Organizations in which the democratic leadership style dominates are characterized by a high degree of decentralization of authority, active participation of employees in decision-making, the creation of conditions in which the performance of official duties is attractive to them, and the reward for staff is a sense of involvement in achieving success.

Types of democratic leadership style:

- “consultative” leadership style;

-"participative" leadership style.

"Consultative" style implies that the leader trusts subordinates to a significant extent, consults with them, and strives to use the best of what they offer. Among incentive measures, encouragement predominates, and punishments are used only in exceptional cases. Employees are generally satisfied with such a management system, despite the fact that most decisions are suggested to them from above, and usually try to provide such a manager with all possible assistance and moral support in necessary cases.

"Participative" style implies that the manager completely trusts his subordinates in all matters, always listens to them and uses all constructive suggestions, organizes a wide exchange of comprehensive information, involves subordinates in setting goals and monitoring their implementation.

Qualities required for a leader effective use democratic leadership style:

- openness;

Trust in employees * ;

Waiver of personal privileges;

Ability and desire to delegate authority;

Non-interference in the implementation of current tasks, control through official authorities (through relevant managers and channels);

Control based on results;

Justification to employees of the facts of sole decision-making.

* In a democratic style, employees are viewed as nothing more than partners who can handle day-to-day tasks largely on their own. They are typically characterized by a high level vocational training, knowledge and experience.

Qualities required by employees to effectively use a democratic leadership style:

- high level of professional training;

Desire to take responsibility;

Expressed need for independence;

Willingness and ability to take responsibility for one’s actions;

Passion for creativity and personal growth;

Interest in work;

Focus on long-term life and organizational goals;

High importance of colleagues’ opinions about them;

High level of self-control;

Availability of control rights, desire and ability to use them.

Advantages of a democratic leadership style:

- qualification of decisions made;

High level of employee motivation;

Unloading the manager.

Disadvantages of democratic leadership style:

- the difficulty of ensuring the conditions for its effectiveness;

Slowing down the decision-making process.

Modern researchers, noting the scientific and methodological value of early developments in the issue of leadership styles, reject a simplified approach to classifying the entire diversity of leadership behavior and dividing them into only three specified styles. In relation to practice - even two, since the conniving style is generally not effective and cannot be cultivated consciously.

The ideal-typical nature of the styles under consideration means that they all represent extreme, ideal patterns of behavior, the exact correspondence of which is very difficult to find in life.

The behavior of the vast majority of managers usually combines various elements inherent in each of these styles, so more precise research tools are needed to characterize leadership styles.

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Characteristics of 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 leader’s desire to develop collective decisions and interest in informal relationships. The goals of the activity are agreed upon with the employees. When distributing work, the wishes of group members are taken into account. Employees are assessed according to criteria known to everyone. Typically, this style is established when a qualified, intelligent, but somewhat indecisive and power-hungry person comes to manage an organization, and indecision in this case is not so much a property of his character as a consequence of an understanding of the complexity and multifactorial nature of the phenomena with which one has to deal.

Such a leader has a need 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, the interest in a different point of view and discussion of the problem when making a decision are by no means formal in nature, which is clearly felt by the participants in such a discussion. At the same time, decision-making remains the prerogative of the manager. The democratic style does not at all abolish the principle of unity of command. By joining a decision developed collectively, the manager turns it from a project into a document and assumes all associated personal responsibility for both implementation and consequences. But unlike the authoritarian style, this does not at all relieve other participants in the decision-making process from responsibility. True, we are no longer talking about “external” responsibility (under pain of negative sanctions), but, first of all, internal responsibility, to oneself, the tools of which are conscience, professional self-esteem, the opinion of significant persons, etc.

A leader who uses a predominantly democratic style strives to resolve issues collectively, 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, part management functions delegates to other specialists, trusts subordinates. Demanding, but fair. Team members take part in preparing for the implementation of management decisions. When conducting business meetings, a democratic manager is usually placed in the middle of the groups. This creates a relaxed atmosphere when discussing problems of the organization's development.

Democratic style. Conclusions:

· Nature of style: Delegation of authority with retention of key positions by the manager. Decision making is divided into levels based on participation. Information flows are active in two directions.

· Strengths: Possibility of predicting results. The main focus is order, results.

· Weaknesses: Restraint of individual initiatives, large external workload of the manager, frequent “rush jobs”, “suppressed” conflict in the team, significant turnover of qualified specialists.

· Conditions of application: Competent leader 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 puts his decisions in the form of recommendations and advice, which his subordinates have the right not to follow if they find more effective method achieving the set goal. The liberal (passive) management style is characterized by the manager’s desire to withdraw from decision-making or shift this task to others, and complete indifference to the affairs of the team. A leader who has chosen this style provides complete freedom actions of his subordinates. He gives them the necessary information at their request. The group lacks a clear structuring of work and 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 and the opportunity for individual and collective creativity. Such a leader is usually polite with his subordinates and is ready to cancel a decision he has previously made, especially if this threatens his popularity.

Passive style. Conclusions:

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

· Strengths: Allows you to start a business the way you see it and without the intervention of a leader. This implies a high degree of independence and qualifications of subordinates.

· Weaknesses: The group may lose control and slow down in solving problems without leadership intervention.

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

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

Cold orders or friendly communication, an arrogant tone or a simple conversation - the approach of the head of the organization to interaction with employees of the organization is determined only by him. It is the head of the company who forms certain style manuals, which are usually divided into several categories. In our material we will look at the democratic management style.

Basics

A democratic leader is characterized by a special approach to his subordinates, built on conviction and faith in their professionalism and understanding. This management style implies a competent combination of unity of command positions with the simultaneous involvement of employees in the management and organization of the company. The manager chooses a special manner of interaction with employees, which has its own characteristics: he does not “pull the strings” from above, but works with them as one team.

The manager chooses a special manner of interaction with employees, which has its own characteristics: he does not “pull the strings” from above, but works with them as one team.

Democracy in the “manager-subordinate” relationship contributes to the creation of a team spirit, openness, and goodwill, and these principles are preserved in the communication of employees with colleagues. All organizational matters are decided taking into account the team's views, by collective agreement.

The style of democratic communication presupposes the complete independence of the employee within the limits of his duties and qualifications. Under the control of the head of the company, he is given freedom of action based on previously agreed decisions.

Principles

The democratic leader forms special principles for the activities of the staff, based on self-expression and active participation in the life of the company. Relationships with staff are built on trust, mutual understanding and respect. A manager’s work with people is based on the following principles:

Involving employees in the company’s problems forms their self-control and self-government.
If you create best conditions for work, people will be drawn to responsibility and improve their work.
At work, subordinates use creativity, intellectual activity.
Workers should not impose their power. Power is shared among the entire team, and the leader controls the final result.

In a company with a democratic management style, there is decentralization of authority. Employees of the organization are free to carry out tasks and actively participate in any issues of the company’s activities. This approach helps to create a favorable atmosphere in the team, and the results of work are fairly assessed by the manager.

The essence of the democratic style is trust and complete team coordination. Management's instructions are not put forward in the form of demands, but in the form of proposals, taking into account the opinions of all employees. Such a mechanism is not used due to ignorance or inability of the manager to make a decision. He is guided by the conviction that it is in collective discussion that the best option solving the problem.

Advantages and disadvantages

The head of a company where democracy reigns puts a lot of effort into creating an atmosphere of friendship and mutual assistance, and is well versed in the character traits and professionalism of his subordinates. However, no matter how ideal democratic management may be at first glance, the style has clear advantages and disadvantages.

The advantages include:

Subordinates clearly define their goals and responsibilities.
There is a team spirit and activity in the company.
Trust and mutual understanding develop between the manager and the subordinate.
Subordinates participate in the life of the company and independently make decisions in the responsibilities assigned to them.
Management uses the method of persuasion rather than coercion.
Unconventional and unique problems are solved in a short time using interesting methods.

The disadvantages of a democratic approach to governance are also obvious:

It takes a lot of time to discuss problems and accept issues, which extreme situations affects the company's performance.
With the wrong approach from management, the team is unassembled and too disorganized.
In some cases, difficulties arise in the process of making the right and unified decision.

The democratic style is most applicable to companies whose activities exclude unforeseen situations. In these cases, a tough, lightning-fast decision by the manager is required, which is not consistent with the opinion of the employees.

Kinds

Democratic management has formed several directions in the “manager-subordinate” relationship. It includes the following varieties:

Participative. The manager completely trusts his subordinates, consults with them on issues related to the company's activities, uses constructive suggestions from employees and involves them in setting specific goals. Responsibility for the results of decisions made is not transferred to subordinates.
Advisory. The manager only consults with his subordinates and in the process tells them the most correct solutions, but leaves the main steps to himself. Employees are satisfied with the organization of the process, provide assistance and support to the manager. Reward stimulates employees, and punishment is practically not used.

Democratic style of any kind is acceptable for companies where employees are well versed in production process, and in some cases - even better than the leader. Let's consider an example: a young specialist arrived at the company. He builds a democratic relationship with his subordinates, listens to their advice, taking into account their professionalism and knowledge. He relies on the experience of his subordinates, and they assist him in making important decisions.

Conclusion

Democracy in a company is excellent management method, creating a favorable climate in the team, coherence and a sense of importance of each employee. At the right approach This style of leadership does not weaken, but strengthens the authority and power of the leader. His authority among his subordinates increases, because the company is managed without pressure and rude subordination, and goals are achieved through united efforts.