Leadership and a management (leadership and supervision)
Leaders operate also managers ondut behind themselves, but these two roles are not idential. Both leaders (leaders), and heads (supervisors) an arry out interpersonal, information roles and a role of making deision, but heads, moreover, are involved in suh neliderskie kinds of ativity, as hek of exeution, planning, issled., o-ordination, otsenivanie, supervision, personnel maintenane, negotiations and representation.
skill to be the leader and to ome into personal ontats with dr. - one of the most important professional requirements shown to the manager of any level. Skill to adjust between members of olletive is onsidered mutual relations for managers of an average level muh more important, than tehnial skills. The most important separately the taken funtion of heads of the first (loal) part jav-sja realization of supervision and a management of subordinates. Two fators, ation to- it is possible to explain the most part of individual distintions in behaviour of heads, have been named by the struturization useful in planning and org- to ativity, and the attention desribing are of needs of subordinates.
Non-material atives of leadership are looked through at managers in that degree, in to-d they differ from the programmed automati devies making the deision. Foused on ations, instead of on areful onsidering, managers lean on ommon sense and intuition, rather than on the formal analysis is more often, that extremely ompliates supervision over their deision-making proesses. Preferring interpersonal ommuniations to written douments, managers spend the most part of working hours for telephone onversations or meetings, in to- speial value get liderskie qualities and interpersonal skills.
effetive leadership appears losely onneted with a management and management on nesk. To the fatorial measurements alloated Morsom and Wagner. Plural regressionnyj the analysis allows to assume, that in general the most part of produtive ations of managers is onneted with management of the organizational environment.
initiative, ourageous, innovative deisions of the bright leader an enter the onflit to requirements to inherent reliability and strit observane of organizational rules and the restritions, expressed by the effetive manager. There is a distint need for the situational approah to understanding of omparative value liderskih and neliderskih aspets of a management and management.
see Also ffiieny of leadership, Styles of leadership
. M. Bass