The phenomenon of leadership attracts the attention of researchers by the exceptional practical importance of the problem from the point of view of increasing the efficiency of management in different areas of public life. Leadership is based on the personal qualities of the leader and the social and psychological relations in the group. Therefore, the phenomenon of leadership, based on the social and psychological mechanisms, must be distinguished from the management, which is based on the use of economic, organizational and command-administrative methods of influence (Yeung & Ready, 2005). Developing leadership diversity is one of the key areas that should be studied in relation to educating leaders, as without it, it is much more difficult to become a great leader.
The main features of leadership are: higher activity and initiative of the individual in dealing with a group of joint tasks, greater awareness of the task at hand, of members of the group and the situation in general, more pronounced ability to influence other members of the group. In addition, the behavior is closer to the social attitudes, values and norms, accepted in the group, there is also a large manifestation of personal qualities, which serve as a reference for the group (Hallinger & Murphy, 2005).
In the second half of the last century due to the development and intensification of production, there was a great number of large firms, requiring a large number of senior and middle managers able to make rational decisions, and last but not least, capable of working with large masses of people. As a result, there appears a group of professionals who are directly involved in management activities, these specialists are called managers. Practice has shown that the effectiveness of personnel management and performance of the whole enterprise is directly influenced by the leadership style.
Leadership style is a phenomenon that is strictly individual, because it is determined by the specific characteristics of a particular individual, and reflects the peculiarities of working with people and technology of decision-making of the given person. It is regulated by the personal qualities of the manager’s style.
The problem of choice of leadership style in organization is one of the main ones in the management. Management style of the head in direction to subordinates determines not only the relationship between management and subordinates, but also the ability to realize the potential of the company by a competent and effective use of human resources.
Appropriate style of leadership cannot be determined in advance, as vital managerial situation is not standard, and the quality of the individual manager and subordinates tend to vary in adequately managed environment changes. An effective leader knows and uses, depending on the situation, all forms of power. In addition, his style is very important to the behavior of subordinates. It is especially important if we take into account the diversity reality.
There can be defined the following necessary qualities of an effective leader: persistently seeks to managing people; is educated, has an unconventional way of thinking; recognizes that does not know everything; makes known to subordinates about the nature of the work. An effective leader can also turn boring work into creative; is confident and initiative; can appreciate the time of subordinates; demanding and rigorous. He/she knows how to encourage and punish; is balanced, polite and friendly; has a sense of humor; knows how to talk and listen; knows how to enjoy other people's success; is honest and incorruptible; self-sufficient and independent; able to take the risk and responsibility.
Of course, the leader should have a certain set of personality traits. However, this set cannot be permanent, suitable for all situations and management inherent to all managers. In different situations, leaders exhibit different personality. This leads to the fact that the list of potentially important characteristic personality traits may not be conclusive. There are added more and more characteristics (zodiac sign, style of writing, origin and so on) that are necessary for effective leadership.
The second approach to the definition of effective leadership - behavioral, based on the study of the behavior of the leader and their means of influence on subordinates. This approach, like the first, is also trying to find the one best type of effective leadership. However, the criterion for selection is the other is leadership behaviors. If the first concept is based largely on the inherent qualities of the leader, the second involves the possibility of preparing leaders for special programs. The main thing is to find the answer to the question of what and how the leaders are doing, and not the question of who is the leader.
There is a growing belief that women are able to carry out managerial functions at least as good men. Despite this, they are still a minority in secondary and higher levels of control (5 and 1%, respectively, in the US). Areas of research in the field of gender in aspects of leadership can be divided into three classes. In the first, gender is considered the main, in the second - preference is given to leadership skills, in the third - both aspects are considered as equal.
1. The concept of gender flux was nominated by Barbara Gutek, who considered the factor of gender to be dominant. According to this concept, the perception of the leaders of followers depends primarily on their gender.
2. The theory of gender selection of leaders (George Bowman, S. Sutton) is based on the assumption that people and organizations, and private life have different requirements to the leaders of different sex (Antonio, 2000). In relation to women, these requirements are: to get a leadership position, a woman must show a much greater competence than men. Because it is difficult, there are fewer recognized women leaders.
3. The concept of tokenism (R. Kanter) suggests that the group dynamics is greatly influenced by the proportion of the group of representatives from different cultural categories (gender, race). Members of the group, comprising the majority on some of the features were named dominant and the minority - token (characters). The latter ones due to their small number are less visible and their characteristics are exaggerated, they are perceived more stereotyped. For example, a woman in the male group or male business world must be approached under one of the varieties of social stereotypes:
1) "mother" – she is expected to show emotional support, rather than business;
2) "seductress" - token acts as a sexual object in organization with high job status;
3) "toy, mascot" - not so much a leader as a woman bringing good luck;
4) "Iron Lady" - that is attributed tokens with unfeminine rigidity, people are afraid of them and keep distance from them. Described in the concept of tokenism mechanisms actually prevent women from occupying an equal position with other dominants in organization, impeding their productive activity.
However, these stereotypes are gradually being overcome, and in today's organizations, there are increasingly high managerial positions put forward by women. This leads to a change in management style and corporate culture. Women leaders have many masculine traits: they are energetic, initiative, aggressive, self-confident, etc. However, in the manual, they tend to be based on consensus, engaging employees to participate in solving the problems of the organization. They take great care, empathy, attention to people. It helps employees see their personal interests and the interests of the company. Women are more willing to share power, to give more autonomy, they can express themselves, which increases the self-esteem of subordinates. All these qualities are necessary for effective leadership in modern organizations.
The rapid and profound changes in the environment lead to changes in the organizations and the concept of leadership. Globalization, e-commerce, virtual organizations, telecommunications, new interests and expectations of employees, increasing the diversity of the staff changed our ideas about leadership. Of particular interest here are four approaches: the fifth level of leadership, women's approach to leadership, leadership and virtual leadership "service".
Leaders of the fifth level. A key characteristic of the leaders of the fifth level is a complete lack of self-centeredness. According to conventional wisdom, "the great leader" has a strong personality, he/she is selfish and ambitious. However, managers of the fifth level, in contrast, look modest and unassuming. Although they bear full responsibility for any errors, poor performance or failures of this type of leaders are paid tribute to the success of others.
Virtual leadership. Nowadays it becomes more and more popular to work in virtual workplaces where employees are removed from each other and from their superiors. Now many experts are using telecommunications, can do the job without leaving home or in remote locations. Sometimes temporary employees form teams after the completion of the project. In a virtual environment, managers face the problem of establishing a balance between the structure, accountability and flexibility. Effective virtual leader can set clear goals, schedule tasks, define methods of communication and co-ordinate the work of employees. However, he/she does not regulate the details of the daily activities. Head takes extra care to establish relationship with each other and with the organization.
At new jobs, the best of today's leaders believe that there is work for the development of people, and people do the job (Hicks, 2002). Activity of leader-servant is carried out on two levels: it is aimed at fulfillment of the objectives of subordinates and their needs, on the one hand, and the implementation of general purpose or mission of organization, on the other. The head of this type delegates to subordinate the idea of exchanges of information with colleagues, recognizes the achievements of staff and trusts them. Such leaders appreciate the professionalism of other people, stimulate their natural desire for learning, growth and creativity, increase self-esteem, acceptance of responsibility, share power, and encourage participation in solving problems. Leaders increase employee motivation to work, linking it to organizational goals and mission. They think more about the interests of the organization than their own interests. A leader who is concerned only with his/her own benefits, wants to be the only hero, seeking recognition of their services, is not able to build a strong organization.
References
Antonio, A. L. (2000). Developing Leadership Skills for Diversity: The Role of Interracial Interaction.
Dugan, J. P., & Komives, S. R. (2007). Developing leadership capacity in college students. College Park, Md.: National Clearinghouse for Leadership Programs Retrieved June, 21, 2012.
Hallinger, P., & Murphy, J. (2005). Assessing and developing principal instructional leadership. Educational leadership, 45(1), 54-61.
Hicks, D. A. (2002). Spiritual and religious diversity in the workplace: Implications for leadership. The leadership quarterly, 13(4), 379-396.
Yeung, A. K., & Ready, D. A. (2005). Developing leadership capabilities of global corporations: A comparative study in eight nations. Human Resource Management, 34(4), 529-547.
