Leadership is a defining characteristic of a manager

The defining characteristic of a manager is his power over others. Power implies both the right and the ability to influence the behavior of others. The right to impose certain behavior on certain people is called power. It has a legitimate, institutionalized character and represents the formal side of power.

The ability to determine the behavior of others, according to the informal side of power, lies in its ability to influence. From the comparison of the formal and informal sides of power, it follows that they are independent; if both aspects (authority and the ability to infuse) are found in the same person, he is a true leader. A leader is a person who suggests goals that should be achieved and identifies subordinate collaborators who will achieve them and achieve them conscientiously and competently.

A leader's motivation is related to the implementation of projects that will lead to the development of organizations and the promotion of collaborators with a higher level of competence than a person who has purely personal reasons to dominate. An altruistic leader - A true leader represents a number of aspects that honor him: he demonstrates real emotional balance, he demonstrates a spirit of self-help, he is characterized by dynamism and a desire for progress, and proves an understanding of human nature.

Leaders are characterized by realism, foresight, and the courage to approach and develop new things in a moral environment. Lack of willingness to progress and expressing fear of change are counterproductive.

Leaders are advocates of change, they have their own philosophical outlook, they have the ability to make predictions, they are creative, original and dynamic, they are holistic, they have the ability to take risks, they are altruistic, they trust people, they are capable of continuous improvement. and they can work in difficult situations. In addition, leaders have a wonderful personality, they control their emotions, they take into account all the people involved in work processes, they listen to all sides before judging, they are honest, they accept criticism and advice from others, they help promote the careers of subordinates, listen more than I say, they are good resource use planners they maintain a positive atmosphere, they have a sense of humor, they are sincere and firm, they hurry slowly, they have a good memory and an adequate vocabulary level, they express themselves directly and effectively, they have self-confidence and so on. The determination, enthusiasm, generosity, and warmth of a human being that make them the characteristics of charismatic people.

Leadership specialist, Professor John Kotter has compiled a list of what needs to be done to improve proactive thinking: defining the direction and direction of goals, building strong work teams, communicating goals, empowering teams to achieve goals, planning for success, strengthening employee engagement, and profiting from new, highly effective acquisitions.

It begins with the premise that leaders must possess physical and nervous energy, intelligence, determination, flexibility, enthusiasm, courage, generosity, and human warmth, respect for themselves and others, the science of listening, integrity, and the science of communication. A leader must be consistent with himself.

According to Abraham Zaleznik, the business world was the main factor in the emergence of a new type of manager - the manager. At the same time, a new power ethic has been promoted that promotes collective leadership to the detriment of the individual and the cult of personality. In light of this changing situation, the manager must be able to motivate and train others, and, in addition, he must establish himself as an executive personality who turns out to be the most influential person in the organization.

If the potential for influence is lower than that of the governing body, the organization's results will be modest, even if the manager has special training appropriate to the position. If the managerial authority is below the level of influence, the organization's results will be good, even if the manager's special training is not suitable for this function. In this case, the manager has the opportunity to train his subordinates, motivate them and ensure their job satisfaction. There are exceptions to the rules outlined above.

"Managers can demand self-denial and willingness to accept change from employees," says Jack Beatty; but changes will not bring everyone a better state and do not promise that jobs will be saved. Therefore, it is hard to believe that it will be easy to accept the change. And, in addition, managers can expect employees to strive for productivity even before they can meet the demands of the external environment that generates change. Many of the managers who experience the excitement of orders due to the urgent need to purchase resources and find solutions to the crises of the organization they lead forget the reason for their existence as an organization. And, above all, he forgets that he has to ask questions every day: "Who are we?"

According to Peter Drucker, who is considered the founder of management, managers have five types of activities: they set goals, organize, motivate and communicate, evaluate and develop people's potential. Taking risks and finding solutions to seemingly intractable problems is one of the important features of a manager. Peter Drucker believes that a manager cannot be promoted to a higher position if he has not previously made mistakes. If someone makes mistakes, Drucker says, it means they are not a mediocre person.

The list of ritual duties of managers is impressive: they plan - you must foresee the future in order to lead it; they organize with minimal effort and maximum results; they recruit and improve human resources; they lead - they separate roles and assign necessary functions, set production standards, define responsibilities; they coordinate the work of individuals and groups so that the organization functions without wasting resources; encourages collaboration; monitors employee efforts by maintaining a continuous information process; examines and evaluates employee performance; guides employees to encourage them to do what they need to do; manages four core assets: time, ideas, talent, and behavior. 1 win