Man is not born with a set of qualities, they are a combination of features derived from nature and circumstances of his life. The formation of the desired qualities can contribute to the special form of training. Daily need to "build" to create their identity.

In the science of psychology is still no uniform concept, a common understanding of what a personality. However, there is a sufficiently large number of studies on the individual manager. Let us turn to one of them. The American psychologist M. Shaw proposed the following classification of the personal qualities of a manager. In his view, the identity of the head can be "decomposed" into three groups of characteristics:

• biographical characteristics;
• capacity (including management);
• personality traits (personality).

Renowned expert in the psychology of management Krichevsky RL supplemented this classification of another group - the managerial characteristics. Let us consider in more detail each of these groups.

I.

The first group includes:

• age;
• floor;
• social status;
• education.

Age

Since it involves a lot of specific questions: for example, what is the optimum age for executives at what age should be left to the head of his chair, etc. On the one hand, there are many arguments in favor of that age (and, hence, experience) positively influence on quality control. We call them arguments in favor of old age. Judge for yourself: the average age of presidents of major Japanese companies, 63, 5 years, vice-presidents - 56 years. This is quite a lot, even if given the high life in the Land of the Rising Sun. As for the U.S., the average age of presidents there large companies is 59 years. On the other hand, it would be a mistake to think that only a mature age and experience give reason to expect the high post and managerial success. There are many arguments in favor of youth. A. Morita founded the world famous company "Sony Corporation" at the age of 25 years. A. Hammer, head of the firm, "Occidental Petroleum", his first million dollars earned in 21 years as a student. Thus, there is reason to believe that age has no significant effect on leadership effectiveness and leadership. This means that a good manager (as well as bad) can be at any age.

However, one should mention the R. Stogdille, who made a special study on the effect of age on the quality of management. Generalizing the giant factual and statistical material (a bibliography in his book "Guide to Leadership" contains more than 3. 500 titles), he came to the conclusion that age still has a direct impact on the quality of management. The concept of "age" can be interpreted in two ways. There is a biological age (the number of years lived) and socio-psychological (social maturity, human activity). Speaking about the age of the head and its impact on the quality of the work we have in mind primarily the social age. Socially mature person can be in his youth, and that you will agree, is largely dependent on the person. "If youth knew, if age could!" - To deny this truism, combine knowledge and skills is only one way - a constant and tireless work on yourself, self-improvement. As for the youth, then this is the lack of time and without any effort on your part.

Paul

Who is more effective as a manager? Someone said that men, someone - that woman. Supporters of the management of patriarchy prove his point, relying not only on his personal experience, but also to serious research. For example, the English explorer E. Holander found that in certain types of activities that require voice activity (and management activities - this is the case!), Women in the presence of men behaving rather timidly, more irritable and out of balance in difficult situations. In addition, monitoring the process of communicating the jury (investigation Strodtberg F. and R. Mann) has shown that men are much more actively involved in discussions on the adoption of the verdict. The same is also confirmed by E. Herizo, which found that in dealing with group tasks men are the initiators of 66% of all communicative interactions in the group. On the other hand, proponents of (storonnitsy!) management of matriarchy, too, have some reason to defend their positions. Women are more sensitive to the emotional state of others, more responsive, able to achieve greater success in creating a psychological climate in the team, etc.

The question of who is more effective as a leader - man or woman - is an incorrect question. There are women who run with the best result than some men, and vice versa. And a woman and a man may or may not be effective leaders, and it does not depend on gender. Gender, like age, can be viewed in terms of biological and psychological. From a psychological point of view, gender is a social role imposed by society. In today's society in the process of education, from early childhood, boys and girls are offered a variety, differing patterns of behavior. As for the notion of men as the creatures by nature more active and inherently more capable of leadership than women, the representation is not more than a common misconception that has no real justification for a. This stereotype of consciousness that prevents look at the problem realistically. It is known that the professional success of women made their careers, many are inclined to explain their external data or luck rather than ability and activity. This is one example of the stereotypical approach.

The American psychologist Robert Ace showed the following interesting pattern: when success in solving the problem sought to group headed by women, members of the group attributed the success largely luck. When successfully worked group, led by a man, it was thought that success is due mainly to the personal leadership qualities.

Social status and education

And status, and education is certainly important not only to take a managerial position, but in order to operate successfully in it. A typical western high-level manager has at least one university degree. And it's not just the presence of a diploma, even the most prestigious university. Education - first of all levels of training, the ability to apply their knowledge and skills in real life. You can get a position because of their diploma, but to keep it, to cope with the work of a diploma will do little, it requires above all knowledge and skills. Success is determined not by what is written on the diploma, but what is contained in your head.

As for the socio-psychological status (origin) as a prerequisite for the realization of personality in the management, the argument that high status can have a positive impact on career, evidence is not needed. "One of the most reliable ways to become president of the company - born in a family that owns the company," - quipped F. Fiedler. Yet many prominent executives began their careers with brilliant very low launch pads, and, conversely, there are cases where, having taken possession of the company, its successors have led to bankruptcy. So the way up to management is open to everyone.

II.

Under the powers, in a general sense of the word in psychology refers to certain properties and qualities of the person to successfully carry out certain activities. Ability can be divided into general (eg, intelligent) and specific (professional). What is the impact on the overall ability of the effectiveness of management?

In the classic study of E. Gizelli "Intelligence and managerial success" has been proven that the most successful leaders are with the average intelligence.

T. Kono noted that excellent students, coming to serve in Japanese corporations, as a rule, there are no senior managers. Why is that? The fact that there are at least two species (types) of intelligence - a theoretical and practical. And do not think that the theoretical intellect is something higher than practical. In "The mind is the commander," a well-known psychologist Teplov convincingly shown that "in terms of variety, and sometimes the internal contradictions of intellectual tasks, as well as the rigidity of the environment in which mental work takes place, first place should take the higher forms of practice (mental) activities ". So "there is no reason to believe the work of a practical mind a simpler and more elementary than the theoretical work of the mind." It is one thing - to solve problems (theoretical and practical) itself, and quite another - to organize their decision to other people. Among the special abilities, effective manager, followed by M. Shaw, we highlight are:

• special skills and knowledge;
• competence;
• awareness.

Demonstrate the importance of these skills for the successful implementation of management activities, it seems not necessary.

III.

Of the many personality traits, personality traits that affect the efficiency of management, the most important are:

• dominance;
• self-confidence;
• emotional balance;
• stress;
• creativity;
• striving to achieve;
• enterprise;
• responsibility;
• reliability;
• independence;
• sociability.

All these qualities are united by one thing in common, namely, that each of them can develop and educate. Discuss them in more detail.

Dominance (the effect)

Manager, surely you must have this feature. However, developing it in yourself, do not forget about the psychological aspect.

First, the impact is quite insufficient to support only on the power, authority officials, that is the formal authority. It is known that if subordinates are following only the rules and requirements established by the head, they use no more than 65% of their capacity, and sometimes perform their duties satisfactorily, just to hold down a job. So that the effect of the head, based only on formal means of organizational measures must necessarily be fed by the influence of informal.

Second, informal influence gives the desired effect only if it is an internal response. No positive response tendency to dominate the head will look like a primitive claim to power.

M. Woodcock, and J. Francis, in his book "emancipation manager" identified the following characteristics of a manager who knows how to influence people, he clearly expresses his thoughts, self-confidence, establish good communication and reward the desired behavior, give clear guidance tends to be persistent, listens to others.

Self-confidence

What does it mean for subordinate self-confident leader? First of all, in a difficult situation, it can rely on: it will support, protect, would be of the "back", which will cover you. Confident leader provides some psychological comfort and increases motivation to work simply by the fact of self-confidence.

However, it should be noted two important points. Firstly, there is a difference between confidence and arrogance. This difference is easily perceptible, but it is difficult to overcome. You can only say that a person, confident, based on the realistic ideas about their capabilities, advantages and disadvantages, without minimizing or exaggerating them. In short, he has a real and not imaginary grounds for confidence.

Secondly, it is known that subordinates tend to feel very good state leader, which means that no matter how evolved the circumstances, it should be, at least outwardly, to keep yourself calmly and confidently.

And finally, there is another side of management, in which self-confidence plays an important role. This contact and talks with other leaders. Clearly, hesitant and insecure manager is unlikely to inspire confidence on their part.

The emotional balance and stress

This is a family close to each other personality traits of leadership. They certainly can be shaped and developed, but only if it is done purposefully. As regards the first of them, the researchers in the psychology of management pay attention to two important circumstances.

First, the need to control your emotions. Uncontrolled emotions (even positive) adversely affect the psychological climate in the team. Therefore, the supervisor presented a requirement: to keep all employees equal, respectful business relationship, regardless of personal likes and dislikes.

Second, the manager - this is a man, like all others: he can indulge in irritation, disgust, sadness, etc. The constant suppression of negative emotions and their control in the workplace can result in a number of unpleasant consequences - neuroses, mental illness and etc. Therefore, the manager is extremely important to find a means of emotional and psychological relief. These tools can serve as a physical exercise, meeting friends, hobbies, etc. Recent studies show that they are more effective for emotional release, rather than alcohol. However, everyone chooses what he likes.

Before to talk about stress, let's find out difference between the two concepts - the "stress" and "distress." Stress - stress (physical, physiological, emotional and psychological), will intensify efforts to achieve human goals. Distress - a strain that reduces vitality, disconcerting people.

The problem is that the level of tension, good for one person to another is unbearable, in other words, as noted by the founders of the stress Hans Selye, "different people require different degrees of happiness to stress." Stress is necessary, it is "connected with any activity, it can be avoided only by one who does not do anything" (Selye). As for the distress, a significant portion of the reasons why it occurs, is related to professional activities.

Following the German psychologists W. Siegert and L. Lang, called some of the causes of distress among managers. They are:

• Fear not cope with the work;
• fear of a mistake;
• fear of being bypassed by others;
• fear of losing their jobs;
• fear of losing his own "I".

Creativity

It is man's capacity for creative problem solving, an important personality trait is particularly essential for innovation. With regard to the management of creativity can be viewed in terms of the ability of managers to see the elements of novelty and creativity in the work of subordinates and maintain them.

M. Woodcock, and J. Francis believes that there are some obstacles to the person to be creative approach. They are:

• weak commitment to the new;
• underutilization of capacity;
• excessive tension;
• excessive severity;
• poor methodology.

The desire for achievement and entrepreneurship

Without these qualities it is impossible to imagine a successful manager. In an effort to human achievements reflect one of the fundamental needs - the need for self-realization, in achieving the goals.

Studies show that managers who possess these traits, have several features. First, they prefer a situation in which we can take responsibility in solving the problem. Second, they are not inclined to expose themselves to too much risk and pose a moderate goal, trying to keep the risk was largely predictable and calculated.

Third, people aspiring to achievement, there is always interested in feedback - information about how well they cope with the job.

Responsibility and reliability

In the modern management of these personality traits are a kind of "card" and the company and the manager.

Reputation is more valuable than money, and if she lost it - forever. For company who values ​​his reputation, it is clear that the obligation must be fulfilled, even if it will bring losses. Unfortunately, now the responsibility and reliability are a large deficit, and we feel it is in politics, economics and morality. However, it can be argued that the future belongs to those companies and executives, whose motto - excellent quality, reliability, performance and loyalty in dealings with customers (T. Peters, R. Waterman).

Independence

An important feature of the head is personal independence. Independence - the leader is the willingness to make decisions and take responsibility for them. Как бы ни хороши были консультанты, какие бы советы окружающие ни давали, конечное решение руководитель должен принимать сам. Независимость далека от волюнтаризма, самодурства. Чем более независимым является руководитель, чем самостоятельнее он себя ведет, тем ценнее и полезнее для него прислушиваться к мнению коллег, если в них содержится рациональное зерно. Следует заметить, что выдающиеся предприниматели поощряют инакомыслие в своих компаниях. Это важно со всех точек зрения, ведь единомышленники — это не те, кто думает одинаково, а те, кто думает об одном и том же. Сильный, самостоятельный руководитель может позволить себе иметь среди подчиненных инакомыслящих людей. Опираться можно только на то, что оказывает сопротивление.

Общительность (коммуникабельность)

Нет особой необходимости доказывать, сколь она необходима в деятельности руководителя. Достаточно сказать, что, по данным некоторых исследователей, менеджер затрачивает на общение более трех четвертей своего рабочего времени. Ограничимся лишь следующими основными положениями.

1. Без общительности, коммуникабельности невозможно такое основополагающее качество, как умение строить отношения с людьми.

2. Коммуникабельность — качество не врожденное, его можно развивать. Развитие коммуникативных навыков — важнейшая часть самосовершенствования и саморазвития менеджера.

Итак, мы рассмотрели основные характеристики, имеющие отношение к личности менеджера. Осталось сказать, что человек не рождается с набором перечисленных выше качеств, а все они являются сочетанием полученных от природы особенностей и социально- исторических условий его жизни.

Формированию нужных качеств могут способствовать социально- психологические тренинги, иные специальные формы обучения. Однако главное состоит в том, чтобы у руководителя было желание самосовершенствоваться и он понимал, что необходимо ежедневно «строить», создавать свою личность.