Эссе на тему: "Leadership as a tool for effective management"

Introduction
It is now apparent that no mechanism provides greater benefits to the
organization than effective leadership. Leaders are needed to identify the goals and
objectives of the organization, ensure interpersonal contacts, determine the best
ways to solve problems, etc.
There is no doubt that organizations in which leaders are present can achieve
their goals faster than organizations without them. In modern society, traditional
management principles are losing effectiveness. Sometimes, the most valuable
personnel leave the organization because they do not want to be led. However,
ordinary employees require a special approach. In this connection, urgent issues of
our time arise: how to successfully manage? How to motivate a team to work?
How to achieve your goals, and not dive into a showdown? The interest in the
problem of leadership in our country is great, since the management of various
social structures, from various groups to the state, depends on the actions of
leaders, managers, managers, administrators. In this regard, the problem of
leadership as an instrument of effective management is becoming the most relevant
and significant.
The basis of leadership is a specific type of management that arose in
antiquity on the basis of the relations "master - slave" and "leader - follower." At
the same time, the leader takes a central position in the group and concentrates the
authoritarian power that dominates the followers. Rallying followers around the
leader allows solving difficult tasks in a short time and under adverse conditions.
There are many examples of such relationships in history. This is the revolt of the
slaves under the leadership of Spartak, the great conquests of Alexander the Great
and Guy Julius Caesar, the sea discoveries of Christopher Columbus, the Peasant
War led by E. Pugachev, the military victories of Napoleon, A. V. Suvorov, M. I.
Kutuzov, the happy salvation of people after shipwrecks and others. The most
famous religious leaders are Jesus Christ, Muhammad, Buddha.

The right to power is acquired by the leader during the formation of a group
of followers and consists in the adoption of decisions and orders by the resources
of the group to achieve the goals. In reality, this leader uses this right only until it
is recognized by his followers in an informal organization. An example of a
leader’s behavior is the main thing for his recognition in the group and in many
cases serves as a reason for subsequent adoration by his followers (charisma). For
this, the leader needs to find his followers and constantly demonstrate personal
qualities and behavior patterns (mind, strength, courage).
The main part.
The concept of “leadership” is the subject of research in psychology,
pedagogy, sociology, political science and a number of other sciences about man
and society. Leadership is an integral part of any civilized society. So, in studies on
sociology, the main emphasis in understanding the phenomenon of leadership is
placed on the status of an individual in a social group, class, party, state, due to
more effective results of its activities (economic, political, scientific, sports, etc.).
In the literature on psychology, the main attention in understanding leadership is
paid to the art of influencing people, the ability to inspire them to strive to achieve
the desired goals. It should be noted that the characteristic of leadership in political
science (J. Openheimer, N. Frohlich) includes two aspects. The first is the formal
and official status of a person associated with the possession of power, his
subjective activity in the implementation of a social role; the second is the presence
of personal qualities and behavior in accordance with the position held.
Thus, leadership in political science is defined as the influence of one or
more persons holding power positions on the whole society, organization or group.
In studies on philosophy, leadership is seen as a manifestation of a person’s
“creative instinct”. Representatives of the philosophical trend (R. Greenleaf, F.
Nietzsche, T. Carlyle, K. Hodgkinson and others) believe that morality is an
obstacle in the pursuit of leadership, and the process of development of history
depends on great personalities striving for power.

The essence of the concept of leadership in management research is
management interaction (in this case, between the leader and the followers) based
on the most effective combination of various sources of power for a given situation
and aimed at encouraging people to achieve common goals. A generalization of
views on the essence of the concept of leadership allows us to consider it as the
formation of a person as the center of processes occurring in an organization, an
authority capable of influencing the efficiency of an organization, “the leader of an
organization”. So, leadership is the ability to influence individuals and groups,
directing their efforts to achieve the goals of the organization. N.A. Petrov
formulated the concept of “organization leader” - a person who effectively carries
out formal and informal leadership and leadership.
In turn, the "leader of management" is understood as a special type of social
leader, which is characterized by certain socio-psychological and professional
qualities. He is an authoritative team member with legal or de facto authority in the
organization.
At the same time, the leader in the organization performs a number of
functions:

 setting goals for other employees and finding the means to achieve
them;
 prompting followers to a certain type of behavior;
 focus on achieving the goal, the formation of common ways of
perceiving reality and the norms of organizational culture.
It should be noted that in the organization the leadership phenomenon is
represented by three mechanisms: the formal structure of the organization, in
which leadership is seen as a normatively defined right to power, due to the
position of the leader in a rigidly defined framework of activities; the informal
structure of the organization is the actual recognition (non-recognition) of this right
in the business sphere by subordinates, which is associated with the personal
characteristics of a leader holding both a formal and an informal position.

In a number of definitions, a leader is seen as a member of a group with
authority. Authority (translated from Latin - power, influence) - the influence of an
individual, based on his position, position, status, etc. The concept of authority in
social psychology is often correlated with the idea of ​​power and the role of leader.
Therefore, the concepts of “leader” and “leader” should be distinguished.
To understand leadership, consider the most striking types of management
relationships.
1. Ineffective leadership is built on a “master-slave” relationship, when the
leader’s power is almost absolute and can extend to solving questions about the life
and death of members of his group.
2. Authoritarian management is built on the traditional "boss - subordinate"
relationship, when the leader’s power is supported by all regulatory documents of
the administrative system (charter, rules, regulations, structure, instruction, orders).
3. Effective leadership is built on a new type of leader-follower relationship,
when a leader receives power from followers who recognize its value and
importance for their joint work in a group.
4. Democratic governance is built on the type of relations “elected leader -
subordinate”, when the team has a high level of self-government and the group
itself elects a leader. What is the difference between leadership and management, a
leader and a manager? Leadership is the ability to influence groups of people in
order to encourage them to work to achieve their goals. Management is a process
of influencing groups of people in order to effectively coordinate their actions in
production. Thus, management is universal, it exists always and everywhere, and
leadership is the pinnacle of management when it is necessary to ensure the most
effective achievement of goals.
Leadership does not replace management and does not exist outside it, but
supplements management in those cases where traditional management methods do
not give high results and do not allow to achieve the goal effectively. A manager is
a person who directs the work of others and is personally responsible for its results.
A good manager brings order and consistency to the work being done. He builds

his interaction with subordinates on factual information, regulatory documents,
organization traditions, and within the framework of established goals. The leader
inspires people and instills enthusiasm in the workers, passing on their knowledge
of the future, helping them to adapt to the new and go through the stage of change.
Obviously, in practice, there is no perfect adherence to these two types of
management relationships.
Many researchers have tried to define a set of characteristics that makes a
person a leader. At the same time, they, with the level of development of
production at the stage under consideration, put in the first place either physical
strength or intelligence. So, the research of Russian leaders revealed ten basic
characteristics inherent in the modern leader:

 the ability to form a management team; - strategic vision of business
development;
 the ability to manage strategic changes in business development;
 the ability to make decisions in the face of uncertainty;
 factor of self-discipline and organization;
 the ability to delegate authority and control the receipt of the
necessary results;
 the ability to establish constructive relationships within the team;
 the ability to establish and maintain constructive relationships with
external parties;
 detailed knowledge of the business processes and production specifics
of their enterprise or industry;
 the ability to negotiate and convince oneself of the correctness of their
position.
So, leader is a person who is officially entrusted with the functions of
managing the team and organizing its activities. The head is legally responsible for
the functioning of the organization (team) before the authority that has appointed
(elected, approved) him and has strictly defined possibilities for authorizing -

punishing and encouraging subordinates - to influence their production (scientific,
creative, etc.) activity.
At the same time, a leader is a person for whom other members of the
community recognize the right to take the most responsible decisions. A leader
arises spontaneously; he is not in the organization’s states. A leader and manager
do not necessarily connect in one person. Unlike a leader, a manager has formally
regulated rights and obligations, and also represents a group (collective) in other
organizations. In management, leadership is a key variable and is determined by
the qualities of the leader and subordinates, the situation. The main qualities of a
leader come “from the soul”: reverie, creativity, flexibility, the ability to inspire
people, innovation, determination, imagination, a tendency to experiment,
possessing personal power, etc.
The main qualities of a leader come “from reason”: perseverance, ability to
solve problems, sobriety of thinking, analytical mindset, caution, authority, ability
to stabilize a situation, possession of official powers, etc.
One of the main differences between a leader and a manager is the source of
power and the level of subordination of employees. So, power is the ability to exert
a certain influence on people, to influence their activities and behavior, even in
spite of their resistance. In some cases, the source of power is the position held, in
others - the personal qualities of a leader. It should be noted that there are various
types of power:

 legal authority (official position of a leader);
 incentive power (the ability to officially encourage - to raise salaries,
to nominate for the post, to attend, etc.);
 personal power (subordinates support the leader, because they respect
him as a leader, admire him, feel his care);
 coercive power (the ability to apply punishment - criticize the actions
of a subordinate, demote, dismiss, reprimand, etc.);
 official authority (to change the behavior of employees).

A combination of two types of power — personal and organizational — is
considered ideal for leadership, and the most characteristic features of an effective
leader are:

 perspective vision and strategic goal setting;
 creativity and sensitivity to change;
 determination and the ability to learn “through life”;
 decisiveness and organizational insight; initiative and social
proactivity;
 charisma and a penchant for cooperation.
Thus, the leadership of a leader is recognized and considered effective when
he has already proved his competence and value to employees, groups and the
organization as a whole.
Conclusions
All of the above applies to informal leadership. Leaders are seen as formal
leaders, who at the same time may or may not be informal leaders. Success in
management does not compensate for poor leadership. Approaches to the study of
leadership are distinguished by a combination of three main variables that have
attracted the attention of researchers to this day: leadership qualities, leadership
behavior and the situation in which the leader operates. An important role is played
by the characteristics and behavior of followers. Each of their approaches involves
its own solution to the problem of effective leadership.
Early traditional concepts suggested defining effective leadership based on
any qualities of a leader or patterns of his behavior. Neither the approach from the
standpoint of personal qualities, nor the behavioral approach could reveal a logical
correlation between personal qualities or the behavior of the leader, on the one
hand, and efficiency, on the other. This does not mean that personal qualities and
behavior do not matter to management. On the contrary, they are essential
components of success. However, more recent studies have shown that additional
situational factors can play a decisive role in the effectiveness of leadership, which
include the needs and personal qualities of subordinates, the nature of the task, the

requirement and the impact of the environment, but the personality itself was not
taken into account. New concepts have tried to combine the advantages and
achievements of both traditional and situational approaches. In their conclusions,
these concepts are based on an analysis of the leadership nature and its relationship
with the current situation.
New approaches focus on the leader’s ability to create a new vision for
solving the problem and, using charisma, convey its meaning to the followers in a
way that inspires and arouses their enthusiasm for taking actions to achieve the
goal.

Bibliography

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