I t is of major importance to improve production efficiency. -E motional leadership. B.
ased on personal sympathies of the psycho-social groups. T his leadership is associated with the ability to arrange people to himselfthrough the radiation of heat, creating a psychological comfort and relieving tension. S.
uch a leader, trust, believe, it’s a stretch, being in situations of emotional stress, and peace of mind. -S ituational Leadership. I t can be associated with the business and emotional situation. D ifferent volatility and time limited, because the leader is able to manifest itself only in certain situations, for example, to organize people’s actions with the purpose of extinguishing the fire. L.
eadership styles are classified according to the types. T he style defines three styles of leadership: -Authoritarian style of leadership. L eader controlling all activities of the members of the group. I.
t monopolizes power: self puts the objective and is the programme of action. T his style of leadership involves administrative activity Manager tracks: «iron discipline, fear of punishment. N ot all leaders with authoritarian leadership style rough and cruel people, although almost all of them powerful and cool.
T he emotional-psychological state of Group of disadvantage differs leader and respected members of the community, a low degree of benevolence. P lus the authoritarian leadership is the predictability of results with minimal time spent. M inus-in suppressing the initiative of subordinates, possessed banal performers orders Manager.
— D emocratic style of leadership. T he most preferred management style. S.
uch tactful leader, respectfuland fair towards the staff. U sually in this case the socio-spatial position determined within the group. & quot;Democrat" is able to organize the work of every follower, to distribute responsibilities and, thus, creating an atmosphere favorable for activities.
H e does not hide known to him or her, and brings her to the staff for discussion."Plus" to enhance personal commitment-minded to achieve the goal. &# 171;Minus" a big waste of time to make a decision (as opposed to the authoritarian style). -P assive leadership style. L eader differs with the passivity of propensity for shifting the responsibility to subordinates.
H e prefers to stay on the sidelines did not interfere in the activities of the group. U sually it goes away from conflict or overshadowing the moments of their decisions by providing this unpleasant process for Deputy Ministers. W hen the passive leader Act team members, considered the most competent in this matter. B.
ut the group often is slow due to the lack of a leader as such. T herefore, the leadership and management style can hardly be called an effective and rational. R esearchers counter his authoritarian and democratic styles. D istinguish types of leadership and on the nature of activity: -Universal (leadership manifest themselves in any situation); -situational (leadership manifest themselves in a particular situation). L.
eadership styles are divided depending on the direction of their impact on the achievement of objectives: -constructive (functional) style contribute to the goal; -destructive (dysfunctional) style is formed on the common aspirations, capable to harm an organization (a group of bribe-takers, for example); -neutral style does not affect the effectiveness of the production (e.g., leadership among gardeners-lovers). N aturally, the three leadership styles typology very conditional, because the reality is making adjustments, shifting the defined border. T.
he perfect leader combines quality inherent in formal and informal leader, but in reality it is almost impossible. There are personal qualities that help a person to become a leader: first and foremost is the courage, energy and ability to impress. But many studies have shown that personality traits are not the largest role. M ore important situation in which a person can show their qualities and skills. ReferencesKonovalenko, V.a. Psychology management.: theory and practice textbook for Bachelors/V.a.Konovalenko, M.y. A.a. konovalenko, Solomatin.-Lyubertsy: Harvard Business Press, 2016.-368 c.Leadership. H ow to achieve recognition? [Electronic resource]: access mode.
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http://hr-portal.ru/article/liderstvo-i-lidery-v-organizacii-o-chem-govoryat-teoriya-i-praktika-obzor-literatury-poComparative characteristic of formal and informal leaders [electronic resource]: access mode.
http://oplib.ru/random/view/83 0154Leadership styles-the art power management [electronic resource]: access mode.
https://www.kom-dir.ru/article/1466-stili-liderstva?ustp=FLeadership. How to achieve recognition? [Electronic resource]: access mode.
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