Democratic management style. Leadership styles - what is it in management psychology. Their types and influence. Method of communicating decisions to executors

Theory Y describes democratic leadership style that dominates modern firms. It is characterized by a high degree of decentralization of management, active participation of employees in decision-making, including group ones, free exchange of information between managers and performers, mutual trust between them, and attention of the administration to the problems of personnel development. Under these conditions, fulfilling official duties turns out to be attractive, and success serves as a reward that satisfies higher needs. The democratic style, also called cooperative, is used by self-confident leaders who trust their subordinates and control not them, but the results.

forms: consultative and participative (assumes that managers completely trust their subordinates in all matters (and then they respond in kind), always listen to them, use all constructive suggestions; in a consultative form, they involve many people in setting goals and monitoring their implementation).

Typically, a democratic leadership style is used when the performers are well, sometimes better than the manager, understand the intricacies of the work and can make highly qualified decisions. But due to the difficulties of coordinating the work of performers, decisions are made slowly.

Research has shown that under conditions of an authoritarian leadership style, it is possible to accomplish twice as much work as under democratic conditions, but its quality, originality, novelty, and the presence of elements of creativity will be the same order of magnitude lower. From this we can conclude that the authoritarian style is preferable for managing simpler activities focused on quantitative results, while the democratic style is preferable for complex activities where quality comes first.

Liberal style

In cases where we're talking about on the need to stimulate the creative approach of performers to solving assigned tasks, the most preferable liberal leadership style.

Its essence is that the manager poses a problem to the performers, creates the conditions necessary for their work, determines its rules, the framework of independence, provides information, and maintains a favorable atmosphere. Subordinates independently make decisions based on discussion and look for ways to implement them. The manager performs the functions of a consultant, arbiter, expert, evaluates the results obtained, and rewards for success. Application liberal style is becoming widespread due to the growing scale scientific research and experimental design developments carried out by highly qualified specialists who do not accept pressure, petty supervision, etc.

At the same time, this style can easily be transformed into conniving , when the head completely eliminates the department, transferring them into the hands of nominees. The latter manage the team on his behalf, using authoritarian methods. At the same time, he himself only pretends that power is in his hands, but in reality becomes more and more dependent on his volunteer helpers.

Comparison table of main leadership styles

Subsequent developments led to the substantiation of a number of new styles. Two of them are in many ways close to authoritarian and democratic, and to some extent they clarify and develop them.

The style in which the manager directs the main attention to the organizational side of the matter (distributes assignments among subordinates, draws up plans and schedules of work, develops methods for their implementation, provides everything necessary, etc.) was called in the West instrumental , or oriented for the task . Its advantages are the speed of decision-making and clarity of action, ensuring strict control over the work of subordinates. However, it puts those in a dependent, subordinate position, creates passivity in them, which ultimately leads to a decrease in labor efficiency.

The style is when the leader creates a favorable moral and psychological climate, organizes joint work, listening to the opinions of performers, involves them as much as possible in decision-making, and provides assistance in personal affairs, encourages professional growth, etc., is characterized as oriented on human relationships, or on subordinates . This leadership style gives room for creativity and increases people's satisfaction with their position. Its use reduces absenteeism and turnover, generates interest in work, improves the moral and psychological climate in the team and the attitude of subordinates towards the leader. In addition, collective management, delegation of authority, etc. are proposed as leadership styles.

The art of management implies solving specific tasks using all available resources (human, industrial, temporary). Personnel management is a special type of activity that implements and summarizes a huge array of issues that take into account the personal factor of administration. There are several styles of coordinating staff activities. Among them, one of the most interesting is the democratic management style. It has certain characteristics, pros, and cons that need to be considered in detail.

Definition

The democratic management style is characterized by the fact that various powers, initiatives and even responsibilities are distributed between the manager and his subordinates. Its main component is the manager’s interest in the opinions of employees. In difficult situations related to production, a collective decision is made. A democratic management style implies that in the course of constant communication and discussion, timely information is provided on all major issues that in one way or another relate to the functioning of the company. Awareness of employees (within the limits of their qualifications) strengthens the sense of belonging and self-worth of all members of the company’s team without exception.

Features and characteristics of a democratic management style

Particular attention should be paid to the form of communication. It is in the nature of recommendations, requests, encouragements. And if necessary, an order is applied. A polite and friendly manager provides a favorable psychological climate at work. This type of manager prefers team play. The leader does not see himself as a puppeteer pulling the strings of power. The main motivation for such actions is that, under favorable conditions, employees themselves strive for responsibility, becoming involved in solving certain organizational issues. A space for maneuver appears in which self-control and self-government can be organized.

Within the framework of a democratic management style, two forms should be distinguished: consultative and participatory.

Each form has its own characteristics and characteristics.

Advisory

As the name itself suggests, this type of democratic management style assumes that the interaction between management and employees is in the nature of a free exchange of opinions, expressed in the form of various consultations and meetings. The manager selects all the best ideas that were generated during this “brainstorming”.

Participative

There are situations when performers understand the situation better than the boss, taking into account all the subtleties and specifics of the process. This gives them the opportunity to creatively approach the solution of various tasks. But their implementation occurs in agreement with the manager and his full responsibility for the final result. This is possible in a team where relationships are built on the principle of trust in the professional literacy and competence of specialists.

This type of democratic management style assumes the nature of interaction based on the principle of coordinating activity of a leader who is ready to trust the opinion of the team. The functions of the manager include the overall coordination of all chains of the production process. The literal translation of the word “participatory” means involvement in any matter, as well as in decision-making and the implementation of work processes.

Comparison of species

The history of management does not have examples of the application of a pure type of any management style. It all depends on the goals set for the organization and the psychological climate that has developed in the team. When novelty and uniqueness are required, product quality is best suited to a democratic management style. Authoritarianism and strict control are suitable when using simple, quantity-oriented activities.

In a consultative form of management, the manager, holding meetings, selects the most suitable proposals, coordinating the actions of the team. Key decisions are made collectively, but control over the quality of execution and compliance with deadlines remains with the administration.

The main differences between the consultative and participatory forms lie in the degree of involvement of the workforce in all chains of the production process. With a participative leadership style, employees not only consult with the boss, but are also involved in setting goals with subsequent monitoring of their implementation within the competence of the employees. It differs from the liberal management style in that the manager takes an active part in the process, while the liberal avoids resolving the most pressing issues, trying to reduce personal responsibility. This happens for two reasons:

1. Management falls under the complete influence of its own team.
2. All members of the team are independent and creative.

Typically, such processes occur against the background of highly qualified workers.

The pros and cons of the democratic management style push the manager to use it in doses. The reason for this will happen a lot of circumstances.

pros

Like any other, the democratic management style is characterized by advantages and disadvantages. The first group includes the following parameters:

• the accuracy of the formulation of the company's goals and the responsibilities of employees;
• the general psychological climate in the team contributes to the formation of corporatism and an active position of employees;
• involvement in a common cause encourages the formation of friendly relations between the manager and subordinates;
• employees, within their competence, are able to independently make decisions for professional performance their responsibilities;
• the leader mainly resorts to persuasive leadership strategies rather than coercive ones;
• The democratic management style in management is the ability to solve rare, exclusive problems in the least amount of time using non-standard methods.

Minuses

The main disadvantages of using a democratic management model are the following:

• discussion and decision-making by the team, as usual, takes a large number of time, that in a stressful situation the management of an organization is an unaffordable luxury;
• incorrect application of strategy by the leader leads to disorganization and indiscipline of the team;
• In some situations, making the right decision becomes problematic due to the difficulties that arise.

Examples from life

Knowledge of the basics and rules of leadership styles is not a guarantee of successful company management, since they require reasonable application in the current situation, taking into account all factors of internal and external space. In this regard, the thoughtless hope that the democratic style of management contributes to the resolution of controversial (mostly critical) situations leads, as a rule, to an apocalypse rather than an apogee. Practice shows that only a skillful, timely change in leadership style to the one most suitable for the current situation allows one to emerge from any “storms” in the business sphere. Examples of successful application of the democratic management style indicate its great potential in the field of innovation and development.

Thus, during the stagnation of the BMW military campaign, a decision was not made to close it due to the cohesion and enthusiasm of the workforce. Employees committed to release a new brand passenger car(instead of aircraft engines), having developed lines of different classes. This is how the cars of the famous BMW brand saw the world.

According to the head of Philips, Albert van Griede, the fundamental principle of his company (personal interest) is only possible with a democratic management style.

As can be seen from the examples, the type of leadership under consideration is successfully used in creative and artistic fields of activity. However, there are many more examples of mixed style.

Correlation between management style and team productivity

A correctly chosen company management strategy, taking into account the personal potential of both employees and managers, allows you to “work wonders” in all areas of business. The main role in choosing a management style is always given to the subjective attitude of the manager towards the team, the ability to adequately assess the impact on employees using the chosen methods. But even in conditions of complete stability, errors are possible, which, as a rule, primarily affect labor productivity. In this regard, it can be emphasized that the issue of choosing a management style for a manager is a task that requires a primary solution.

Typical mistakes of a manager

There are cases when, for example, a democratic management style is desirable, moreover, it is the only development strategy for the team, and the enterprise as a whole, but the personal characteristics of the person in charge do not fit into the specified framework. In this case, annoying errors appear that stall the business and have a bad effect on the reputation:

• adherence to the principle “if you want to do it well, do it yourself” is the first mistake of managers different levels;
• in contrast to the first, the principle “no matter what is done, everything is for the better” also leads to the collapse of the management system;
• bias due to personal hostility is something that a reasonable manager will never allow himself to do, because an employee is needed to help the company develop using their potential;
• “mental traps” of management can rightfully be considered the most annoying mistake;
• a painful perception of dissent that misses its potential and benefits;
• partial or selective ignoring of employee suggestions;
• disrespect for the employee’s personality, manifested in public censure of his opinion;
• The illogic of a manager’s actions always leads to decline rather than development.

Collegiality is the basis for the successful development and functioning of companies.

Conclusion

It is worth remembering that leadership style is not a fixed list of methods and characteristics of a leader. In order for an organization to develop and function successfully, the manager must, taking into account the external and internal situation, apply those methods of solving problems that are most effective and productive in the current situation.

The democratic style is characterized by granting subordinates independence within the limits of the functions they perform and their qualifications. This is a collegial style that gives greater freedom to subordinates under the control of the leader.

A democratic leader prefers such mechanisms of influence that appeal to higher-level needs: participation, belonging, self-expression. He prefers to work in a team rather than pull the strings of power.

A Democrat's view of his staff boils down to this:

1. labor is a natural process. If conditions are favorable, then people will not only accept responsibility, they will strive for it;
2. if people are involved in organizational decisions, they will use self-control and self-government;
3. initiation is a function of the reward associated with goal achievement;
4. The ability to creatively solve problems is common, and the average person's intellectual potential is only partially utilized.

A true democrat avoids imposing his will on his subordinates. He shares power with them and controls the results of their activities.

Enterprises where the democratic style dominates are characterized by high decentralization of powers. Subordinates take an active part in preparing decisions and enjoy freedom in carrying out tasks. The necessary prerequisites for performing the work have been created, a fair assessment of their efforts is carried out, and a respectful attitude towards subordinates and their needs is observed.

The leader puts a lot of effort into creating an atmosphere of openness and trust so that if subordinates need help, they can not hesitate to contact the leader.

In his activities, a democratic leader relies on the entire team. He tries to teach his subordinates to delve into the problems of the unit, give them effective information and show them how to look for and evaluate alternative solutions.

Personally, the manager deals only with the most complex and important issues, leaving his subordinates to decide everything else. He is not subject to stereotypes and varies his behavior in accordance with changes in the situation, the structure of the team, etc.

Instructions are issued not in the form of instructions, but in the form of proposals, taking into account the opinions of subordinates. This is not due to a lack of personal opinion or a desire to share responsibility, but to the belief that in a skillfully organized process of discussion, better solutions can always be found.

Such a leader is well versed in the strengths and weaknesses of his subordinates. Focuses on the capabilities of the subordinate, on his natural desire for self-expression through his intellectual and professional potential. He achieves the desired results by convincing performers of the appropriateness and significance of the duties assigned to him.

The democratic leader constantly and thoroughly informs his subordinates about the state of affairs and prospects for the development of the team. This makes it easier to mobilize subordinates to implement assigned tasks and to instill in them a sense of true masters.

Being well informed about the true state of affairs in the unit he leads and about the moods of his subordinates, he is always tactful in his relationships and is sympathetic to their interests and requests. He perceives conflicts as a natural phenomenon and tries to benefit from them for the future, delving into their root cause and essence. With such a system of communication, the activities of the leader are combined with his work in educating his subordinates, and a sense of trust and respect between them is strengthened.

The democratic style encourages the creative activity of subordinates (largely through delegation of authority) and helps create an atmosphere of mutual trust and cooperation.

People are fully aware of their importance and responsibility in solving the problems facing the team.

Discipline transforms into self-discipline.

The democratic style does not at all complicate unity of command and does not weaken the power of the leader. Rather, on the contrary, his authority and real power increase, since he controls people without harsh pressure, relying on their abilities and taking into account their dignity.

The democratic leadership style has nine characteristic features:

1. Mutual influence between the manager and employees, which involves the manager’s refusal to exercise some of his rights and responsibilities for decision-making and transferring them to group members, as well as not only the active participation of group members in decision-making, but also their extensive daily cooperation.
2. Functional differentiation of roles, taking into account the competence of group members. The cooperative style tries to combine the desire of everyone to accomplish a common task with a rational distribution of functions depending on the abilities of workers.
3. Multilateral information and communication relations. A wide network of vertical, horizontal and diagonal information flows is designed to facilitate the competent performance of organizational tasks, as well as the development of interpersonal relationships.
4. Conflict resolution through negotiation, bargaining and compromise. In conflict situations, a leader who adheres to a cooperative style uses precisely these methods and refuses unilateral authoritarian decisions.
5. Group orientation. The leader's focus on the team and people allows employees to exercise increasing influence on management processes and thereby increase satisfaction with work and being in the group.
6. Trust as the basis of cooperation. An atmosphere of mutual trust between members of the organization is an indispensable condition for a cooperative leadership style.
7. Satisfying the needs of employees and managers. This trait has the peculiarity that the leader who possesses it pays special attention to the implementation of the personal and professional interests of the members of the organization, which is not directly dependent only on the economic efficiency of the enterprise.
8. Focus on goals and results. Contradictions between the individual goals of employees and the goal of the organization are not camouflaged, which is the case with authoritarian-bureaucratic leadership, but are resolved on the basis of their integration with the active participation of all interested parties. This allows for real support for the overall focus on achieving excellence in the organization.
9. Focus on the development of personnel and the entire organization.

Organizations dominated by a democratic leadership style are characterized by a high degree of decentralization of authority, active participation of employees in decision-making, the creation of conditions in which the performance of official duties is attractive to them, and the reward for staff is a sense of involvement in achieving success.

Types of democratic leadership style:

- “consultative” leadership style;
- “participative” leadership style.

The “consultative” style implies that the leader largely trusts his subordinates, consults with them, and strives to use the best of what they offer. Among incentive measures, encouragement predominates, and punishments are used only in exceptional cases. Employees are generally satisfied with such a management system, despite the fact that most decisions are suggested to them from above, and usually try to provide such a manager with all possible assistance and moral support in necessary cases.

The “participatory” style implies that the manager completely trusts his subordinates in all matters, always listens to them and uses all constructive suggestions, organizes a wide exchange of comprehensive information, and involves subordinates in setting goals and monitoring their implementation.

Qualities required for a leader to effectively use a democratic leadership style:

Openness;
- trust in employees;
- renunciation of personal privileges;
- ability and desire to delegate authority;
- non-interference in the implementation of current tasks, control through official authorities (through relevant managers and channels);
- control based on results;
- justification to employees of the facts of sole decision-making.

In a democratic style, employees are viewed as nothing more than partners who can handle day-to-day tasks largely on their own. They are typically characterized by a high level of professional training, knowledge and experience.

Qualities required by employees to effectively use a democratic leadership style:

High level of professional training;
- desire to take responsibility;
- expressed need for independence;
- willingness and ability to take responsibility for one’s actions;
- desire for creativity and personal growth;
- interest in work;
- orientation towards long-term life and organizational goals;
- high importance of colleagues’ opinions about them;
- high level of self-control;
- availability of control rights, desire and ability to use them.

Advantages of a democratic leadership style:

Qualification of decisions made;
- high level of employee motivation;
- unloading of the manager.

Disadvantages of democratic leadership style:

Difficulty in ensuring the conditions for its effectiveness;
- slowing down the decision-making process.

Modern researchers, noting the scientific and methodological value of early developments in the issue of leadership styles, reject a simplified approach to classifying the entire diversity of leadership behavior and dividing them into only three specified styles. In relation to practice - even two, since the conniving style is generally not effective and cannot be cultivated consciously.

The ideal-typical nature of the styles under consideration means that they all represent extreme, ideal patterns of behavior, the exact correspondence of which is very difficult to find in life.

The behavior of the vast majority of leaders usually combines various elements inherent in each of these styles, so more precise research tools are needed to characterize leadership styles.

From this article you will learn:

• What characterizes a democratic management style
• What are the disadvantages and advantages of the democratic management style?

The system of methods by which the head of an organization influences subordinate employees is called leadership style. In order for the organization to work effectively, so that each employee has the opportunity to fully realize their potential, it is necessary to take a responsible approach to the choice of this system. In the article we will reveal what a democratic management style is and who it is suitable for.

Characteristics of a democratic management style

A democratic management style is characterized by providing employees with autonomy within the framework of the functions they perform and in accordance with their qualifications. Subordinates in organizations characterized by this style have significant freedom of action under the control of the leader.

The democratic boss gives preference to such mechanisms of influence as participation, belonging, and self-expression. He is closer to teamwork rather than pulling the “strings of power.”

A democratic manager has the following idea about his employees:

• work is a natural process, and under favorable conditions, workers will not only take responsibility, but also strive for it;
• when ordinary specialists are involved in solving organizational issues, they will use self-government and work under self-control;
• inclusion is the reward given when a goal is achieved;
• Many employees are capable of a creative approach to solving assigned problems, but not everyone is ready to unleash their intellectual potential.

A democratic leader does not set himself the goal of imposing his will on employees. He strives to share power with them and control the results obtained.

Organizations in which a democratic management style predominates are characterized by high decentralization of powers. Employees actively participate in decision making and are not bound by rigid boundaries when performing tasks. At such enterprises there are all the prerequisites for high-quality work, the efforts of employees are assessed fairly, and their needs are respected.

What should a leader in a democratic management style be like?

A democratic boss makes a significant effort to create an atmosphere of openness and trust in the organization. If an employee needs help, he can turn to his manager without fear of being misunderstood.

In such organizations, the manager strives to ensure that subordinate employees delve into the problems of the department and are able to find and apply alternative solutions.

The boss's tasks include solving the most complex and important tasks, while other issues are distributed among subordinates. Such leaders are not subject to stereotypes and are able to change their behavior in accordance with changes in circumstances, situations, team composition, etc.

In organizations with a democratic management style, instructions are given not in the form of instructions, but as proposals that take into account the opinions of employees. This approach is based on the manager’s confidence that the best solution can be found during a discussion of work problems.

The democratic boss is well aware of all the strong and weak sides subordinates. When entrusting employees with certain tasks, the manager proceeds from the employee’s capabilities, focusing on everyone’s natural desire to express themselves through their intellectual and professional potential. The results obtained are the result of convincing subordinates of the appropriateness and significance of the tasks performed.

The democratic boss regularly informs his subordinates about how things are and what the prospects for the development of the organization are. This approach makes it easier to get employees to achieve their goals and develop in them a sense of true ownership of the situation.

Since such a manager is well aware of the true state of affairs in his department and the mood of his employees, in his relationships with subordinates he adheres to tactful behavior and strives to understand their needs and interests. In the event of conflict situations, he analyzes the root causes and draws conclusions for the future. Such a communication system helps to strengthen a sense of trust and respect between the manager and subordinates.

With a democratic management style, the creative activity of employees is encouraged in every possible way (including through the transfer of authority), which also helps to create an atmosphere of mutual trust and cooperation.

Since employees fully understand their importance and responsibility in accomplishing assigned tasks, discipline gradually becomes self-discipline.

But you should not think that with a democratic style of management there is no unity of command and the power of the leader weakens. On the contrary, in such a team the power and authority of the boss become more significant, since they are based on managing people not with the help of brute force, but taking into account the potential of each subordinate.

To become a good democratic leader, you must have certain qualities. The main ones are listed below:

• openness;
• trust in employees;
• renunciation of personal privileges;
• ability and desire to delegate authority;
• non-interference in the implementation of current tasks, control through official authorities (through relevant managers and channels);
• control based on results;
• justification to employees of the facts of sole decision-making.

Which employees benefit from a democratic management style?

The democratic management style views subordinates as partners capable of solving current problems independently. Such employees have a high level of professional training, knowledge and experience.

For a democratic management style to be effective, ordinary employees of the organization must have the following qualities:

• high level of professional training;
• desire and ability to take responsibility;
• expressed need for independent action;
• willingness and ability to take responsibility for one’s actions;
• a desire for creativity and personal growth;
• interest in work;
• orientation towards long-term life and organizational goals;
• the high importance of colleagues’ opinions about them;
• high level of self-control;

Pros and cons of democratic management style

The advantages of a democratic management style include:

At first glance, the democratic management style seems to be the best for managing employees. But it also has some disadvantages.

Although this type of management implies collegiality, the most significant decisions for the organization are still made by the highest bodies and officials, and ordinary employees simply follow the orders of senior management.

Undoubtedly, in some cases, managers ask the opinions of subordinates and allow them to act as a single advisory body. However, at the same time, employees do not receive the degree of importance that they would like to have within the functions they perform.

In addition, a manager who uses democratic management principles comes to the conclusion that the correctness of decisions made and the effectiveness of the work of subordinates are possible solely through the use of these principles.

It should be noted that the democratic management style should under no circumstances be used in the event of crisis and other extreme situations that affect every organization to one degree or another.

Also, the disadvantages of a democratic management style include:

The risk of a democratic management style is the delegation of authority to persons who are not directly responsible for the implementation or non-implementation of management decisions. If an unfounded decision is made, responsibility for it will fall on the manager. At the same time, subordinates who are not burdened with the burden of responsibility may not be conscientious enough in the execution of delegated powers, but in this situation it is not they who will be compromised, but the democratic leader who builds power relations from the positions of partnership and collegiality.

Directions of democratic management style

The democratic management style includes a number of directions based on the “manager-subordinate” relationship. Its varieties are listed below.

1. Participative. It consists of complete trust on the part of the manager in his subordinates. This style is characterized by finding out the opinions of employees on issues related to the company's activities, using constructive suggestions from employees and involving them in setting certain goals. In this case, responsibility for decisions made is not transferred to subordinates.
2. Advisory. In this case, the manager, reserving important decisions for himself, consults with his subordinates, telling them the most correct ways out of any situations. Employees are satisfied with the organization of the process and provide assistance and support to their boss. The incentive is to reward employees rather than punish them.

Any type of democratic management style is suitable for an organization in which employees are well versed in production processes. As an example, consider the following situation. The company appoints a young specialist as the head of the department. It is beneficial for him to build a democratic relationship with his subordinates, listening to their advice, taking into account their professional knowledge. Thus, the manager relies on the experience of his subordinates, and they, in turn, assist him in making important decisions.