Types of leadership (psychoanalytic approach).

Leadership built on charisma is not uncommon. History knows many similar examples. Armed with his special ability to influence others, his independence and eye-catching traits, a charismatic leader comes out to the masses. The traits of his special character are always visible from childhood, and by paying attention to them in time, you can direct a person in the right direction.

Concept

Charismatic leadership is a special form of exceptional and gifted influence on other people through one's personal attractiveness. This attractiveness rarely has anything in common with good looks. A charismatic leader may be short, have a large nose, or even have a hunchback. But even with all this, he attracts people with something special, something that no one else has, this is the very charisma we are talking about. Thanks to her, he receives universal support and recognition.

Qualities of a Charismatic Leader

In pursuit of leadership, people often resort to the idea of ​​discovering the inclinations of charisma in themselves. Then the question arises about what traits a charismatic leader has.

Firstly, there is complete confidence in what he says and thinks. His judgments may be absurd and incorrect, but he sincerely believes in them, which makes everyone around him believe in them. Such people even confidently say that the earth is actually flat.

Secondly, this is a vision of prospects. Where others do not see the opportunity to realize themselves or win, a charismatic leader does. Without this vision there would not have been many military escapes. A striking example of this is Napoleon Bonaparte, he clearly understood when and who to attack. But confidence in his limitless power ultimately led him to defeat.

Thirdly, this is the ability to captivate others with your ideas. For these purposes, leaders use public speaking, persuasion, and explanation. After this, many begin to accept the ideas of such a leader as their own.

Fourthly, it is dedication to your work and idea. Such people do not run, even when the ship is sinking. They are not afraid to take risks, and even if the ship eventually sinks into the depths of the sea, they, as leaders, will take full responsibility upon themselves.

Fifthly, this is non-standard behavior. Sometimes they behave in ways that social norms prohibit. They are reformers, pioneers. Among such leaders is the famous female fashion designer Coco Chanel. When everyone around her wore fluffy dresses and pulled themselves into uncomfortable corsets, she was not afraid to dress like a man. They laughed at her and predicted failure, but instead, she found success, popularity and eternal fame.

Sixthly, it is the ability to energize. It doesn’t matter whether it’s positive or negative, they radiate it, feed it into everything around them. Being close to this or that person, sometimes you feel that he really helps to cheer you up just by his presence. This is a clear sign that a person has charisma.

In addition, such individuals are often noted to have a special bewitching appearance. She may not meet the standards of beauty of this time, but she is recognized by everyone impeccably. In a sense, they are actors who know how to make the audience laugh, and when necessary, even make them cry. If they did not have these skills, they would be just another gray unit of society.

Psychological types of leaders

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The behavior of a leader in groups, as a rule, is determined by his psychological type.

Social psychologists (R. Ziller et al.) have developed the following psychological typology of the personality of leaders based on a study of self-esteem and the complexity of the self-concept:

1) Apolitical leaders are those with high self-esteem and high complexity of self-concepts who assimilate new information concerning them without threatening their self-concepts.

2) Leaders are pragmatists. These are leaders with low self-esteem and high self-complexity - concepts that are able to listen to the opinions of other people and modify their behavior based on feedback.

3) Leaders-ideologists. Leaders with high self-esteem and low self-complexity are concepts that are weakly responsive or unresponsive to the opinions of others. Their cognitive processes and behavior are very rigid, and their self-esteem is extremely stable (“stubborn”).

4) Indeterministic leaders are figures with low self-esteem and low complexity of the self - concepts that react intensely to a narrow range of social stimuli.[16]

D. Keirsich's approach to understanding psychological types is widely known and actively used in psychological practice. Based on his knowledge of the characteristics of temperament, he identifies the following four types of leaders:

1) Intuitive-emotional type

Its main feature is its focus on interpersonal relationships and stimulation of the individual and professional growth of each person with whom he collaborates. This is the most democratic of leaders. He is attentive to the personal problems and interests of employees and is primarily concerned with solving these problems, realizing the potential of each team member, and only then thinks about the documentation and architecture of the system. The organization he heads has an atmosphere of freedom, independence and initiative, which he constantly cultivates and supports. He is flexible in communication, transformation and succeeds in creating an atmosphere of mutual understanding. He is an optimist by nature, tireless in his desire to develop and improve the abilities of his employees, knows how to note the best aspects of their professional and personal qualities, and evaluate them according to their merits. At the same time, he is very sensitive to misunderstanding, reacts painfully to the lack of feedback, and is discouraged and upset about this. He is unable to understand why his “too free” or undisciplined employees do not perform their duties properly. He takes negative feedback about the work of the entire system personally, which leads him to disappointment and a feeling of disintegration. His strength lies in his ability to persuade and collaborate. His weakness lies in his excessive personal approach to problems and, at times, in his reluctance to meet people halfway.

2) Intuitive-logical type

This leader is characterized by the desire to develop concepts for the development of the organization he leads: to outline the main provisions of the project, draw up the ideological skeleton of the upcoming program of action, show ingenuity in the field of intellectual creativity and predict the effective use of resources. All this gives him great pleasure. Difficulties do not frighten him; he is always ready to defend the fidelity of the principles of his system against opponents of any rank. He has the ability to plan the future of his organization (but without going into unnecessary details) and moves forward so quickly that his followers literally cannot keep up with him. The ability to dispassionately change the existing order of things, abandoning routine and relying on one’s own intellectual abilities is a guarantee of his success.

At the same time, he is unable and fundamentally unwilling to communicate and cooperate with intellectually unexpressive people. He is not attentive enough to the feelings of others and is overly immersed in work. Unable to relax. He quickly loses interest in a project that has already been created in conceptual terms and least of all wants to spend his time putting it into practice. His strength lies in his ability to think logically and strategically. His weakness is imagining things to be more complicated than they really are and being intolerant of incompetence. He is not afraid to be “alone against the crowd.”

3) Sensory-decision type

An exceptionally tough and reliable partner. His word is law, and all actions will be carried out exactly on time, as planned by prior agreement. He is able to take into account numerous significant details and details of an operation or technology, and takes extremely seriously the preservation of material resources, as well as the traditions and customs established in his system. The proven order at the enterprise that has been established over many years is of independent value to him, especially in comparison with the dubious and always risky prospects for changes and reforms. He is the guarantor of the stability of the enterprise. It fits perfectly into the activities of law enforcement agencies, the education and medical systems, production, and the service sector.

This type of leader can become a stumbling block for a developing organization, when every innovation introduced will encounter stiff resistance. His advantage is a strong sense of responsibility. His weakness is his rigidity and narrow view of following rules and regulations.

4) Sensory-perceptive type

The most striking feature of this type of leader is the ability to live, guided by the principle of “here and now.” Such a leader is indispensable in a situation where it is necessary to instantly respond to changes one after another; at a time of risk and danger, when the success of an enterprise hangs by a thread and everything depends on the impeccable precision of actions; in an atmosphere of increasingly complex interpersonal relationships that make it difficult to work effectively. Devoid of sentimental romanticism, practical, sensible leaders of this type are guided by the criterion of expediency and trust only their own impulses. Areas where they perfectly realize their abilities are law enforcement agencies, professional sports, search and rescue services.

At the same time, routine everyday activities are not for them, punctual adherence to a detailed plan is not their role. They may be inattentive to the letter of the law, no matter what this law applies to - nature or society. Being taciturn, focused on clear actions, they do not delve into the complex and often contradictory area of ​​​​the spiritual life of their followers - they simply do not have time for this. Their strength lies in their ability to easily perform a variety of tasks; their weakness is that they are not interested in everyday work, that they do not know how to think broadly.[17]

Leader behavior in groups is characterized by certain styles, some of which are considered classic. Thus, K. Lewin (1938) identified three leadership styles:

• authoritarian – characterized by rigidity, exactingness, unity of command, prevalence of power functions, strict control and discipline, focus on results, ignoring socio-psychological factors;

• liberal – characterized by low demands, connivance, lack of discipline and exactingness, passivity of the leader and loss of control over subordinates, giving them complete freedom of action;

• democratic – relies on collegiality, trust, informing subordinates, initiative, creativity, self-discipline, consciousness, responsibility, encouragement, transparency, orientation not only to results, but also to ways of achieving them.

It can be seen that a democratic leader proceeds from the idea that people are motivated by higher-level needs - for social interaction, for success, for self-expression. He tries to create a situation in which people could self-actualize themselves, and work as such would be a motivator for them, i.e. provide internal motivation for activity.

The differences between the three styles are manifested in all the main components of the organization of management activities.

K. Levin showed that authoritarian leadership leads, as a rule, to completing more work than democratic leadership. At the same time, however, motivation decreases, the quality and especially the originality of performance decreases; tension and aggressive forms of behavior arise (both between the leader and the performers, and between the performers themselves). Under liberal leadership, both the volume and quality of work are significantly reduced compared to democratic leadership. The performers themselves, as a rule, begin to express dissatisfaction with this style.[18]

Thus, K. Lewin's Study provided the basis for the search for a management style that can lead to high productivity and satisfaction of performers. [19]

Conclusion

Leadership issues occupy an important place in modern psychology. A large number of studies and publications are devoted to this topic.

A person’s entire life takes place in a social context, he lives and acts as part of various groups and, therefore, throughout his life he experiences the influence of all kinds of formal and informal leaders. They can be people of different personal qualities and social status[20]

At the same time, everyone knows that a person who wants to become a leader can acquire all the necessary qualities to achieve success. A person with leadership qualities gains authority in society and in the professional sphere.

The main problems that a leader may encounter in the process of work are the approval and development of a certain type of organizational culture, the formation and management of working groups, problems of communication due to the large difference in the levels of intellectual and creative development, conflict management, development of partnerships, timely response to changes in the external environment.

Effective management is associated with the ability to adequately meet the demands of the near future (with a focus on new achievements) and with the reasonable use of the organization's resources in the case of solving pressing problems.

Management ensures the effective functioning of the organization without taking into account leadership relationships. However, in the case of an unstable situation, which requires the company to be constantly ready to change in accordance with new demands, the effectiveness of organizational activities directly depends on leadership potential.

Leadership psychology is one of the most relevant disciplines of psychology, which is addressed by modern researchers.

[1] Shalaginova, L. V. Psychology of leadership / L. V. Shalaginova. – St. Petersburg. : Speech, 2007. – P.5

[2] Morozov, A.V. Business psychology: textbook / A.V. Morozov.- St. Petersburg Union, 2007.- P. 548

[3] Mokshantsev, R. Social psychology: textbook. allowance / R. Mokshantsev, A. Mokshantseva. - M.: Siberian Agreement, Infra-M, 2007. - P. 162

4 Shalaginova, L. V. Psychology of leadership / L. V. Shalaginova. – St. Petersburg. : Speech, 2007. – P. 12

[5] Mokshantsev R. Social psychology: textbook. allowance / R. Mokshantsev, A. Mokshantseva. - M.: Siberian Agreement, Infra-M, 2007. - P. 164

[6] Mokshantsev R. Social psychology: textbook. allowance / R. Mokshantsev, A. Mokshantseva. - M.: Siberian Agreement, Infra-M, 2007. - P. 166

[7] Morozov, A.V. Business psychology: textbook / A.V. Morozov.- St. Petersburg Union, 2007.- P. 567

[8] Morozov, A.V. Business psychology: textbook / A.V. Morozov. - St. Petersburg Union, 2007. - P. 470

[9] Mokshantsev R. Social psychology: textbook. allowance / R. Mokshantsev, A. Mokshantseva. - M.: Siberian Agreement, Infra-M, 2007. - P.166-168

[10] Mokshantsev R. Social psychology: textbook. allowance / R. Mokshantsev, A. Mokshantseva. - M.: Siberian Agreement, Infra-M, 2007. - P. 169-171

[11] Morozov, A.V. Business psychology: textbook / A.V. Morozov.- St. Petersburg Union, 2007.- P.548

[12] Leadership. Psychological problems in business / V. A. Khashchenko [etc.]. - Dubna: Phoenix, 2006. - P. 49

[13] Kravchenko, A.I. Sociology of management: fundamental course: textbook. allowance / A. I. Kravchenko, I. O. Tyurina. —M.: Academic Project, 2005. – P. 530

[14] Kravchenko, A.I. Sociology of management: fundamental course: textbook. allowance / A. I. Kravchenko, I. O. Tyurina. —M.: Academic Project, 2005. – P. 559

[15] Mokshantsev, R. Social psychology: textbook. allowance / R. Mokshantsev, A. Mokshantseva. - M.: Siberian Agreement, Infra-M, 2007. - P. 175-177

[16] https://azps.ru/polpsy/lib/image.html

[17] Mokshantsev, R. Social psychology: textbook. allowance / R. Mokshantsev, A. Mokshantseva. - M.: Siberian Agreement, Infra-M, 2007. - P. 178-179

[18] Karpov, A.V. Psychology of management: textbook. allowance / A. V. Karpov. — M.: Gardariki,

2005. – P. 509

[19] Zakharova, T.I..

Organizational behavior: educational and methodological complex / T. I. Zakharova - M.: EAOI center, 2008. - P. 148

[20] Zakharova T.I..

Organizational behavior: educational and methodological complex / T.I.. Zakharova - M.: EAOI center, 2008. - p.138

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Types of Charismatic Leaders

All leaders can be divided into several types:

• Leader-performer. He does not bring any idea to the masses and does not prove that he is right. He takes on the implementation of already set programs and copes with it successfully. This provides him with such recognition from society.
• Inspiring leader. Here we are talking about an idea. He offers the masses a new program of behavior that he personally developed. Thanks to his ability to persuade, he gets what he wants.
• Leader-authority. He wins over the masses with the help of universal respect. People find in him something that deserves this very respect, and follow him. At the same time, he himself can be both a performer and an inspirer.

Types of leadership (psychoanalytic approach).

People's worship of the same person can make that person a leader. Psychoanalysts identify 10 types of leadership:

"Sovereign", or "patriarchal overlord".

A leader in the form of a strict but beloved father, he is able to suppress or displace negative emotions and instill self-confidence in people. He is nominated on the basis of love and is revered.

"Leader".

In it people see the expression, the concentration of their desires, corresponding to a certain group standard. The personality of the leader is the bearer of these standards. He is nominated on the basis of love and is revered.

"Tyrant".

He becomes a leader because he instills in others a sense of obedience and unaccountable fear; he is considered the strongest. A tyrant leader is a dominant, authoritarian person who is usually feared and obeyed.

"Organizer".

It acts as a force for group members to maintain the “I-concept” and satisfy everyone’s needs, relieves feelings of guilt and anxiety. Such a leader unites people and is respected.

"Seducer".

A person becomes a leader by playing on the weaknesses of others. It acts as a “magical force”, giving vent to the suppressed emotions of other people, preventing conflicts, and relieving tension. Such a leader is adored and often does not notice all his shortcomings.

"Hero".

Sacrifices himself for the sake of others; this type manifests itself especially in situations of group protest - thanks to his courage, others are guided by him and see in him the standard of justice. A heroic leader carries people along with him.

"Bad example."

Acts as a source of contagion for a conflict-free personality, emotionally infects others.

"Idol".

Attracts, attracts, positively infects the environment, he is loved, idolized and idealized.

"Outcast."

"Scapegoat".

The last two types of leaders are essentially anti-leaders, they are the object of aggressive tendencies through which group emotions develop. Often a group unites to fight an anti-leader, but as soon as he disappears, the group begins to disintegrate, since the group-wide incentive has disappeared.

General leadership in a group consists of components: emotional, business and informational.

The “emotional” leader (the heart of the group) is a person to whom every person in the group can turn for sympathy, “cry into the vest.”

He works well with the “business leader” (the hands of the group), he can organize the business, establish the necessary business relationships, and ensure the success of the business.

Everyone turns to the “information” leader (the brain of the group) with questions, because he is erudite, knows everything, can explain and help find the necessary information.

The best leader will be one who combines all three components.

Leadership theories.

Leadership theories are varied, among them we can highlight the approach based on a person’s personal qualities:

· behavioral,

· situational approaches.

Behavioral approach.

Justifies leadership from the perspective of human behavior depending on his personal qualities.

Physical qualities concept.

Explaining leadership qualities by having tall height, weight, physical strength, etc. not confirmed. On the contrary, often the leader is small in stature and of little physical strength.

Intelligence concept.

Gizeli suggests that leadership qualities are related to an individual's verbal and evaluative abilities and concludes that the presence of certain qualities predicts managerial success. Personal qualities of a leader:

· intelligence in verbal and symbolic terms;

· initiative, the ability to direct activity, desires in a new direction;

Self-confidence – favorable self-esteem;

· attachment to employees;

· determination: masculinity (for men) and femininity (for women);

· maturity;

· motivational abilities, i.e. the ability to motivate people to implement management decisions.

Situational approach.

A leader becomes the person who, when any situation arises in a group, has the qualities, properties, abilities, and experience necessary to optimally resolve this situation for this group. In different situations, the group puts forward specific requirements for the leader, and therefore leadership can pass from one person to another: emotional, business leader, etc.

Trust in a leader is recognition of his merits, merits and powers, recognition of the necessity, correctness and effectiveness of his actions. This is internal agreement with the bearer of authority, readiness to act in accordance with his instructions.

Management styles

Theories based on the behavioral approach classify leadership styles. Leadership style is the way a leader behaves towards his subordinates.

There is an autocratic-liberal leadership style continuum:

1. the leader makes the decision himself and announces it;

2. the manager offers a solution to employees;

3. the leader presents ideas, raises questions, answers, explains his ideas and decisions;

4. the manager presents a trial solution, which can be changed after discussion;

5. the manager presents the problem, listens and takes into account the suggestions of employees, and finds a mutually acceptable solution;

6. the leader sets certain boundaries and invites the group to find a solution;

7. The manager allows employees to act freely within the existing framework.

Based on a continuum where one extreme is the task-oriented leader and the other extreme is the employee-oriented leader, Rensis Likert proposes 4 basic leadership systems.

The following management styles are distinguished (Kurt Lewin):

· authoritarian (directive),

· democratic (collegial),

· liberal-anarchist (permissive).

There are several more classifications of leadership styles, they develop or modernize the proposed one:

· inconsistent style – an unpredictable transition of a leader from one style to another;

· situational management style (P. Hersey) flexibly takes into account the level of development of subordinates and the team (matches management influence depending on the level of development of the employee and the team);

· “managerial matrix” (R. Blake, D. Mouton), in accordance with it, 5 types of leaders are distinguished: “liberal”, “organizer”, “manipulator”, “pessimist”, “dictator”;

· depending on the characteristics of mental and intellectual activity (Japanese author T. Kono) – 4 types: conservative-intuitive, conservative-analytical, innovative-intuitive, innovative-analytical.

Theories based on the situational approach believe that there is no optimal leadership style: successful behavior is determined not by one factor, but by the situation as a whole.

Fiedler's situational model takes into account three factors:

· relations between the leader and subordinates,

· scope of legitimate power,

· structure of the group task.

Mitchell-House's path-goal theory identifies 4 main styles: directive, supportive, encouraging participation, and goal-oriented.

The Vroom-Yaton theory suggests that a decision tree can be used to make a decision.

Characteristic model of government

Charismatic political leaders deserve special attention. As if according to the classics of the genre, charisma leads people to power, and in the end they become rulers. But here it is more appropriate to say that many rulers have charisma, but not all. History knows rulers who not only did not receive respect and recognition, but did not even leave behind at least some memory.

Let's assume that state Z is headed by a charismatic leader. Such a state is always united. At the same time, the ruler does not resort to military force and his position. The people follow him on their own, voluntarily. It will be characteristic of such a country that its population does not organize revolutions, protests, or migrate to other states.

Alexander the Great

Alexander the Great, the great king and commander, born in 356, is a true charismatic leader. It is difficult to say what exactly made his charisma so inspiring, what was given to him from birth, or his studies with such great teachers as Lysimachus and Aristotle. At the age of 16, he had already ascended the throne and, despite his young age, quickly earned the respect of the people and his soldiers. As a commander, he conquered almost all of Asia Minor and even Egypt, where Alexandria was founded.

Joseph Stalin

The charismatic leader of the Soviet Union, for all his severity, toughness and temper, was able to elevate his rule to the rank of a real cult. His intelligence, along with his manners, delighted everyone around him so much that few people wanted to rebel against his merciless executions. He received his power without ascending to an important government position, he received it thanks to the authority he enjoyed among the people.

Common features

When talking about leaders, the image of a decisive, successful, confident person unconsciously arises, and not necessarily holding a leadership position. He inspires the respect of others and the desire to follow him. Some people are leaders from a very early age (for example, in kindergarten or school), others become leaders a little later, and there are also those who cannot become leaders throughout their lives.

All these people are distinguished by the presence of leadership qualities, which can be innate (as in the first example) or acquired (as in the second example). Leadership qualities are abilities from various spheres of life, as well as knowledge and skills that allow their owner to gather people around him, create a team from them and manage it effectively.

Adolf Gitler

Hitler, in contrast to Stalin, had his own charisma, and added to the collection called “not the best examples of charismatic leaders.” But, nevertheless, he managed to go so far in realizing his ambitions that he received as a reward an entire nation of assistants, followers and puppets. The secret of his success was that he firmly believed in the idea of ​​his superhuman leadership abilities.

Is it possible to cultivate charisma?

Many people naively believe that charismatic leaders are born. In fact, many of these people had poor diction in childhood and suffered ridicule from their peers. No one could have imagined how once quiet and completely gray people could eventually turn into people who blinded everyone around them. This is facilitated by an unfavorable environment or simply a desire to change your life once and for all. If you are one of those people, here are a few tips:

• Never listen to other people's opinions. You can't achieve anything if you listen to someone screaming in your back that you won't succeed. Set goals and go towards them, even if no one believes in you. But at the same time, you should not go too far and become a “ram” instead of a leader.
• Don't be afraid to fail. Even the most famous winners tolerated them. Defeat is just an experience and nothing more.
• Don't stand still, constantly develop. The brain must always be in motion. Study foreign languages, painting, history, chemistry.
• Help people. This is how everyone earns respect. But everything should come from a good heart, and not from selfish motives.

Details

These qualities can be divided into three groups:

1. Personal – related to a person’s personality, which characterize him. These include:

• initiative,
• self confidence,
• riskiness,
• responsibility,
• honesty.

1. Organizational (managerial) – reflecting a person’s ability to assemble a team and lead it.
   

   They are:

• diplomacy,
• readiness to support
• flexibility,
• ability to create a coherent team.

1. Social (psychological) – reflect a person’s ability to build relationships within his team:

• communication skills
• defending common interests,
• justice.

Authoritarian and charismatic

Let's consider the most common types of leadership in relation to the team: authoritarian and charismatic.

1. The authoritarian type involves the concentration of power in the hands of one person, who single-handedly sets goals and determines how to achieve them. Such a leader does not trust anyone and controls everything independently. He pays great attention to instructions, indicating how and when something needs to be done. Authoritarian individuals do not listen to anyone and demand absolute submission, so their actions completely suppress the initiative of those around them.

An authoritarian leadership style involves motivating employees through coercion and orders. In this case, the main instrument of influence is the threat of punishment and a feeling of fear. Quite often such a leader is not liked in the team. They receive their position by appointment, and earn authority in the process of their work.

1. A charismatic leader understands the power of his influence on others - he is always confident in his abilities and knows that he will be supported in any situation. In psychology, the word “charisma” implies an ability, a special gift that allows a person to influence other people. People endowed with this gift inspire trust and even admiration for their person; they see no shortcomings. Such individuals charge those around them with their energy. The most striking qualities of a charismatic leader are:

- self-confidence,
- high self-esteem,

- active life position,

- willingness to take risks,

- unusual behavior.

Charismatic leaders need power and attention to themselves; they are too focused on their personality and their “I”. At the same time, such people can take extraordinary ways to solve various issues.

There are two areas of charismatic leadership:

- internal - development of personal qualities that attract the attention of others (for example, creating an image),

- external - building connections with others.

It is believed that true charisma is manifested in the ability to sense the needs of people, lead them to progress, and adjust their behavior. Moreover, such a person can not only help others, but also, on the contrary, harm. There are examples in our history when a charismatic leader turns into a dictator.

Based on the goals that guide the leader and his behavior pattern, he can be light or dark. Among famous personalities, prominent representatives are Adolf Hitler, Napoleon Bonaparte, Coco Chanel, Fidel Castro, Mussolini.