We tend to think about how to become a leader in terms of power and status, but John Maxwell, author of The Five Levels of Leadership, is convinced that leadership is not a career or self-promotion. Leadership is the advancement of your team. It is possible to be a leader without having any power, and to hold a high position without being a leader. According to Maxwell, productivity is not the goal of leadership. The real purpose of leadership is change and development. With the permission of SmartReading, we publish a summary ("condensed" version) of John Maxwell's book on examples and rules of leadership. The publication will be useful for entrepreneurs, top managers, middle managers, focused on career growth. With the permission of SmartReading, we publish a summary ("compressed" version) of John Maxwell's book. The publication will be useful for entrepreneurs, top managers, middle managers, focused on career growth.

smartreading is a project of the co-founder of one of the leading Russian publishing houses of business literature "Mann, Ivanov and Ferber" Mikhail Ivanov and his partners. SmartReading produces so-called summaries - texts that summarize the key ideas of bestsellers in the non-fiction genre. Thus, people who, for some reason, cannot quickly read the full versions of books, can get acquainted with their main ideas and theses. SmartReading uses a subscription business model in its work.

1. Leadership levels

The five levels of leadership form a pyramid, at the base of which is the first level, Position. This level requires neither talent nor effort: a manager has been appointed, and employees must obey him. The second level, "Relationships", involves voluntarily following a leader with whom a good interpersonal relationship has developed. The third level, "Productivity", is characterized by respect for the leader as a person who benefits the common cause. At the fourth level, which is called "Development", people follow the leader because he has done and is doing a lot for them. The fifth level is the “Top” of leadership, when a person is followed because they see him as a person who can change the world.

1.1. First level. Position

The leader of the first level is only formally considered a leader. Such leadership does not depend on diligence, talent and experience, but arises as a result of a combination of circumstances. It is based only on the privileges that a person is given by his position or position. There is nothing wrong with being in the highest position. It is bad if it becomes the only lever of pressure.

For a first-level leader who does not strive for further development, there is no concept of a “team”. He is the boss, and those around him are subordinates. He orders, they follow. All relations in such a team are formal and, at best, are regulated by the labor code, staff list and other local acts. People do only what they are supposed to do, but they will not spend extra time and effort on work.

Often, leaders of the first level abuse their power and arrange a real "hazing" - they force subordinates to stay late, work on weekends and for two. First-level leaders often have problems with young employees, volunteers, and people with a high level of education. These categories of workers are the most independent, and for them statements like “You will do this and not otherwise, because I am the boss and you are the subordinate” are not an argument.

By and large, leadership is a process, not a state. A leader always leads people. No travel, no leadership.

The leader of the first level is a character rather negative than positive. Here are its main characteristics:

does not appreciate people;
prone to micromanagement;
remembers his rights, forgetting about his duties;
usually alone;
does not tolerate changes;
his division has low turnover and poor performance.

If a first level leader wants to become a real leader and move to a higher level, he should complete the following points in the development plan:

thank the people who brought you to a leadership position;
try to get better every day;
frankly answer the following questions: “Who am I? What are my values? What leadership practices do I want to apply?
think of yourself not as a boss, but as a person with leadership potential, rethink your goals;
think about the mission of the organization in which you work, determine your role in it, think about what you can do as a leader;
shift the priority from rules to interpersonal relationships;
discuss with employees not only work topics;
mention your job title less often;
learn to say: "I don't know";
find a mentor who will inspire you to lead.

1.2. Second level. Relations

The second level leader differs from the first level leader in that he perceives others as partners, and not as soulless robots who must complete a certain amount of work at a given time. He sees a personality in each employee, takes into account individual characteristics and is interested in everyone's life. Long-term interpersonal relationships are formed in the team, the atmosphere becomes more positive and trusting, and the work is effective.

The second level of leadership is qualitatively different from the first in that people now follow the leader voluntarily. They turn from subordinates into followers, that is, a movement begins, without which there is no real leadership.

The characteristics of a second level leader are:

the desire to create a favorable working atmosphere not only for themselves, but for the entire team;
energy;
the presence of numerous acquaintances and channels of communication;
understanding the value of each person;
trust in people.

Level 2 leaders may face some difficulties:

some people don't take second-level leaders seriously, considering them too soft;
for ambitious people, second-level leadership is a heavy burden, because they are used to getting everything at once;
employees of the second level often "sit on the neck";
Level 2 leadership is difficult for introverts because it implies total openness.

To move to the third level, you need to work hard on yourself:

even if you were a misanthrope before, learn to treat all people well, otherwise you will not be able to grow as a leader;
live in harmony with yourself - a person who does not love himself is not able to love others;
say something nice to each team member at least once a week;
accept each employee not only as a professional, but also as a person with advantages and disadvantages;
learn to enjoy the work process and teach this to employees;
find time for personal communication with each employee;
become the main inspirer of the team;
be caring and frank.

1.3. Third level. Productivity

Often leaders get stuck at the second level, forgetting that a good work environment is just the beginning. Real change begins at the third level, where the leader is respected not only as a kind and sympathetic person, but also as a professional. The leader is always involved in the process, and does not wait for subordinates to complete the task.

At the third level, the leader becomes the initiator of changes in the process of work, he solves complex problems and leads people through the most complicated situations. Team members see positive changes in work and trust their leader.

It happens that productive people mistakenly consider themselves leaders of the third level. However, it should be remembered that all true leaders are productive, but not all productive people are leaders.

Level 3 leaders have the following distinguishing features:

they are productive and by personal example stimulate employees to productive work;
they create an atmosphere conducive to effective activity;
they solve problems themselves, and do not delegate their solution;
they create cohesive teams.

Leadership is an exciting journey, but only the most talented and committed to their cause find the strength and stimulus for constant growth. To move to the fourth level, it is important to realize that:

high productivity is not the ultimate dream of a true leader;
people are the main asset of the company;
educating new leaders is a difficult and lofty goal, but it is through it that the mission of any successful company is realized.

To move to the fourth level, you must:

to become the kind of team member that you would dream of;
become a productive leader, and not just a productive person, that is, help employees become productive;
understand what each team member is strong in;
discuss the mission of the company with the team as often as possible;
meet regularly with the team: analyze failures, praise successes, discuss goals and make plans;
create situations of success;
become a change agent - think about what can be changed in the team's work for the better, and invite the team to make these changes;
Don't forget the second level: close personal relationships make a professional team stronger.

1.4. Fourth level. Development

At the fourth level, people follow the leader because he managed to change their lives. Such relationships are long-lasting and productive. The second level leader changes the atmosphere, the third level leader changes the process, and the fourth level leader contributes to the internal changes of the team members.

At the highest levels of leadership, the main role of the leader is not in production, but in development. Level 4 leaders invest time, energy and money in developing people and nurturing leaders within the team.

Level 4 leader is characterized by:

focused on the growth and development of people;
does not seek to be the sole leader in the company or its division;
strives to make the organization successful in the long run by helping others become leaders;
does not suffer from perfectionism;
For him, the process is more important than the result.

Only a leader can raise another leader. This process takes place in several stages:

recruitment - search for potential leaders;
positioning - choosing a suitable position; a person can become a leader in one position, but not open up in another;
modeling - the future leader must see what it means to be a leader;
support - help in work;
development - exit from the comfort zone;
creating a situation of success;
assessment - whether they can be leaders without outside help.

1.5. Fifth level. Vertex

The fifth, the most difficult and highest level, is not available to everyone. To achieve it, it is not enough to be purposeful, hardworking and skillful. Great leaders create Level 5 organizations within which new leaders grow. At this level, people are influenced not only by personal communication with the leader, but also by his image and reputation. Level 5 leaders transcend their position, company, and sometimes industry.

The goal of a Level 5 leader is not just to get the job done or get people to follow, but to grow new leaders who will inspire and lead people. Level 5 leadership is not a job, but a life's work.

Being a Level 5 leader is not easy: at some point it may seem that having reached the top, you can stop and reap the fruits of past activities; the possibility of star disease is also not ruled out.

Chrysler CEO Lee Iacocca is a prime example of how success can turn the head of the most talented and effective leader. He not only saved the company from bankruptcy, but also ensured growth by 290% in record time. Having achieved such incredible success, he began to engage in his own promotion. Iacocca regularly appeared on The Larry King Show and other television shows, starred in commercials, and was even going to become President of the United States, saying that this job is easier than running an auto giant. The total circulation of his autobiography was 7 million copies. The creation of a personal brand of the CEO did not benefit the company: Chrysler shares fell 31%, and Lee Iacocca was forced to leave his post.

The following tips from John Maxwell will help Level 5 leaders always be on top:

leave room at the top for other leaders;
support leaders who have the potential to advance to the fifth level;
create a circle of people who will support and stimulate each other's personal growth;
be a role model;
create a legacy.

2. Level 5 leader portrait

The leader of the fifth level is not a saint with a halo above his head. This is an absolutely real person who masterfully uses the tools of all five levels of leadership and who is known and respected far beyond the place of residence and professional sphere.

For the author, the example of a great leader was not a famous politician or general, but college basketball coach John Wooden. In twenty-seven years, teams led by this coach have won 620 matches. Over the past 12 years of his career, Wooden's wards have become US champions 10 times, and in four seasons they have not lost a single match. The list of his merits and awards is huge, but his main achievement is that he taught his wards not only to play basketball, but also to have a successful life.

John Wooden repeatedly moved to the first level and used authority when an arrogant player interfered with team play.

When Sidney Wicks appeared on the team, all the players recognized that he was a star. However, during the first year, the coach often sent him to the bench, because Sidney behaved on the field as if there were no other players. In order to achieve cohesive team play, Coach Wooden was forced to act as a level one leader, that is, to use his position.

A great coach understood that the relationship between the coach and the players is a two-way street. He said: "People will listen to the leader only if the leader hears the people."

The relationship between the coach and the players was so warm and strong that even several decades after the end of his coaching career (John Wooden lived to be 99 years old), he was in daily contact with former players.

Before starting his coaching career, he was one of the best players in the National Basketball League. He became the first person to be inducted into the Basketball Hall of Fame as a player (1960) and as a coach (1973).

Coach Wooden had a special gift for finding talented players and raising them to be leaders. He was proud not only of the basketball victories of his students, but also of what they achieved after the end of their sports career.

There is plenty of evidence that John Wooden has reached the fifth level of leadership: a prestigious basketball award has been named after him since 1977, two major annual tournaments are named after him, in 2003 the President of the United States presented him with the Medal of Freedom. However, the main evidence that Coach Wooden was a true Level 5 leader is the fact that, despite all his merits and awards, until the end of his life he remained a modest, honest and principled person who had a great sense of humor, helped people and knew how to make each person you interact with feel special.

3. Laws of leadership

A gradual transition from the first to the fifth level of leadership is ideal, but in real life there are not only ups and downs. Many years of work on leadership development in hundreds of companies on different continents allowed John Maxwell to formulate 10 laws of leadership:

1. You can go to the next level, but the previous level will still remain with you. It is impossible to get to the fifth floor by destroying the foundation or the lower floors. Moving from the first level to the second, you do not give up the position, it just ceases to be of decisive importance, and interpersonal relationships come to the fore. Rising to the third level, you maintain good relations with colleagues, but at this stage your professionalism becomes the most significant.

2. Different Relationships Require Different Levels of Leadership. At home, you can be a Level 4 leader - a caring father who takes children to extracurricular activities and plays basketball with them; a loving husband who brings his wife coffee in bed, accompanies her to theater premieres and helps organize his business. In relations with a neighbor, you are a second-level leader, and this is enough to jointly plant trees in the yard and occasionally drink a mug of beer. But at work, you cannot rise above the first level, because you control every movement of your subordinates and do not tolerate objections.

3. The higher you go, the easier it is to lead people.. You are trying to get employees interested in a new project. If you are a first-level leader, then work will begin only if the authorities sign the appropriate order. The second level leader can persuade people, and they may agree, because they treat him well. At the third level, the leader is an authoritative professional who, in the opinion of employees, is able to lead them to professional victories.

4. Getting to each new level requires more time and effort than moving to the previous one. The first level leader was just lucky enough to be appointed to the position. It will take more than one day to establish trusting relationships with employees and move to the second level. And sometimes life is not enough to reach the fifth level.

5. Rise to a new level takes a long time, and "fall off the pedestal" can be quickly. Building is always harder and longer than destroying. Trust is gained slowly, and one thoughtless act or careless phrase can end a long-term relationship.

6. The higher you climb, the more you give to others and the more you receive. People respect the leader as a professional and strive to achieve professional heights themselves. As a result, productivity increases, which means that income and career prospects increase. The influence of the leader on the team members increases, and as a result, mutual trust increases and the working atmosphere improves.

7. Moving up requires constant development.

If a person relies only on his experience, it is unlikely that he will move to a new level. A true leader seeks to learn and develop.

8. If you do not increase your level of leadership, you limit yourself and the people who follow you. People elect as leaders those who are stronger than them. If you are a C-grade leader, then those who follow you will perform poorly and develop poorly. Such a team will never be effective.

9. When you change positions or jobs, you start to win leadership levels again. Your achievements are nothing if you started working in a new place with new people. You will again have to climb the ladder of leadership: form good relationships, demonstrate professionalism, develop employees and educate them as leaders.

10. Upgrading to a higher level alone is not possible. Being a leader means leading others and constantly helping them to become better. If you go to the goal alone, you are not a leader. Without followers, it is impossible to move even from the first level to the second.

Summary

Being a leader does not mean being a great boss, and vice versa, not every boss is a leader. A true leader is one who influences people, dragging them along with him.

John Maxwell identifies five levels of leadership that form the leadership pyramid. A person gets to the first, lower, level of the pyramid by chance, and employees are forced to obey only because of their superior position. A real leader will not stay at the first level, but will begin to build relationships in the team in order to move to the second tier of the pyramid, where people will voluntarily follow him. At the third level, team members see the leader as a strong professional, at the fourth - a mentor who has done a lot for them personally, and at the fifth - a person who has gone far beyond the place of work, residence and industry, and whose name has become a brand.

Having climbed to the top of the leadership pyramid, you should not rest on your laurels. True Level 5 leaders masterfully use the techniques of all five levels, create a special leadership atmosphere around themselves, help young talented leaders reach the top, and generously share their experience.

The life of a leader is subject to ten laws:

It is impossible to get to the fifth level by destroying the previous ones.
Different relationships require different levels of leadership.
The higher you climb, the more people follow you.
The transition to each new level is longer and more difficult than the previous one.
Climbing to the next level is difficult, but losing leadership positions is easy.
The more you give to others, the more you get in return.
Leadership requires constant development.
If you do not aspire to the heights of leadership, then you limit yourself and the people who follow you.
In a new place, you will have to win leadership levels again.
Alone, you will not be able to move to a higher level.

Leadership Technologies [About Gods, Heroes and Leaders] Rysev Nikolay Yurievich

5. Leadership

Before you can change others, you must change yourself.

After so many wonderful books about leadership that have already been written and published - reprinted, I must say, sometimes in millions of copies, and, I must say, often in well-deserved copies, to take and decide to write your own book?! This is madness! This is the height of arrogance! And if you say so, then I definitely agree with you! I'm serious.

And yet, I'll try. I like to challenge myself. This encourages me to develop. And to change. For positive change.

This book is really about leadership. Moreover, I will try to write both about the greats of this world (or rather, about the famous ones of this world), about whom, although enough has already been said, and moreover with sufficient respect and respect (and sometimes with hatred, and sometimes with obvious or secret envy), and about those who are not so famous and glorified, but deserve the same attentive and respectful approach. Of course, here we can recall Bill Gates, and Napoleon, and Jacques Chirac, and Lenin and Trotsky, and Stalin, and Abramovich, and Khodorkovsky, and Alexander the Great, and Nasser, and Yasser Arafat, and Moses, and the founder of the corporation "Virgin ”, and the head of the MTV Network, and Shevchuk, and Parfyonov, and Yeltsin, and Gorbachev. But…

But in general, our intention lies in a different plane. Leadership for those who are not so famous. Leadership of the unknown. Notice I didn't say "leadership for the average" or "leadership for the common people." Not! In no case. Maybe you and I are not so famous, but we have good abilities (if not outstanding), we set ourselves ambitious life goals, each of us has already achieved something, and each of us wants more. Each of us is great! It's just not that famous. Perhaps for now. So, the leadership of the unknown.

What is leadership? To begin with, let's outline the concepts that characterize leadership from different sides, explain it, penetrate it and come from it: leader, group, group members, external environment, change, influence, goals, path, interaction, rallying, involvement, joint activity, overcoming obstacles, leading, led, inspiration, crisis, uncertainty, initiation, beliefs and principles of a leader, responsibility, power, heroism, leader, care.

And, as we understand, that's not all. But these are the words that make up the description of leadership. How to make a beautiful stained-glass window from individual pieces of glass. In this book, we will sketch out certain concepts, words and symbols, and then deal with them. Perhaps arrange them in a beautiful pattern, perhaps arrange them on the shelves, perhaps stretch them into a line and perhaps sometimes dump them all back together.

So what is our first definition of leadership? Leadership is a relationship between a leader and a group, in which the leader exerts influence on the members of the group in order to move the entire group in the right direction when the external environment is uncertain or resists. I can't say that the definition is perfect. But what do we mortals want? We can only always move towards the ideal, never approaching it. Such is our glorious do la!

The leader sees the image of the future, he forms the vision. The leader has goals. He also has certain principles that he communicates to the members of the group. The leader calls for at least two things. He talks about where to move. And he says how to move.

That is, the second definition of leadership will be as follows. Leadership is the leader's vision of the image of future achievements, infecting people with this image and telling the group how best to go into this future.

Where there are two, there are three. So we continue to produce definitions. The leader is about change. The leader is associated with the creation of a certain atmosphere in the group. A leader cannot exist without a group at all. The leader is the leader, and the group is his tribe. The leader is strong. The leader is trusted. You can sometimes argue with him, but they obey him. The leader inspires, but sometimes orders. There is something to think about here!

For example, what is the difference between leadership and management? This question has already become traditional, like the question of what comes first - consciousness or matter. If you think seriously, you understand how intertwined and interconnected everything is here. So deeply interconnected that it's confusing to the uninitiated. So I would like to admit that an attempt to unravel this tangle is absolutely useless. It seems reasonable to stop these futile attempts, finish writing this book and go on to do something simpler and more understandable. For example, go make clay pots or go windsurfing. Or maybe teaching in an elementary school? Noble and helpful. So the whole point is that there we will also encounter the concept of leadership and management! So let's not give in to difficulties. Only forward!

How is leadership different from management? There is such a beautiful analogy. In peacetime, there should be management in the army. There must be planning, setting goals, organization, control. This is enough for the functioning of a huge military machine. But in wartime, no lieutenant will be able to raise his platoon into battle if he is not a leader. They just won't run under the bullets. Naturally, one can recall the infamous firing squads that stood behind the soldiers, their own soldiers, and shot at them if they retreated. But this is not even management, this is slavery!

In my previous book on management, The 11 Rules of Manager No. 1, I focused on management. It covers the main functions of a manager:

1. planning and forecasting,

2. recruitment,

3. training,

4. informing,

5. setting goals,

6. motivation,

7. administration,

8. control,

9. making a decision,

10. managerial influences,

11. communications.

The performance of these functions enables the leader to be effective from the point of view of the manager. Although it is not so simple here either. Doesn't the leader make the decisions? Doesn't the leader have managerial influences? Doesn't the leader motivate?

How is thought different from emotion? It seems to be clear to everyone. But doesn't it make you feel emotional when you think about that person who used to be your friend and now isn't? And when you plan your vacation, don't you emotionally anticipate it?

This is where systemic thinking comes into play. The whole is not the sum of the parts. The leader is not the sum of managerial and leadership qualities (although it happens that he scored the qualities in the sum, but forgot to put them into the system).

Take a look at the comparison table. It contains the views of several Western authors such as John P. Kotter, Joseph K. Rost, Brian Dyman, Richard L. Daft. Not without additions from your obedient servant.

As you can see, somewhere the boundary between management and leadership is quite clear, but somewhere it is unsteady, vague. But we already have a common understanding of the essence of the issue. Then let's move on.

A possible answer to the paradox.

Some economists give the following explanation. Potatoes for the Irish poor were the staple food. When it was priced higher, people cut back on other products that were more expensive and of better quality. BUT as the potato continued to be a comparatively cheaper product in relation to others, the demand for it increased. For example, I used to buy 2 potatoes for 1 ruble, and one apple for 6 rubles. In total I spent 8 rubles. The price of potatoes increased by 1 ruble. I refused an apple, but now I buy 4 potatoes for 2 rubles each for my 8 rubles.

If being a leader turns out to be more difficult for you than it seemed at first glance, is it possible that you will make even more efforts to be a leader? And don't you miss something from the management?

The paradox "Buridanov's donkey".

A similar question was raised by Aristotle. But it was Jean Buridan who finally formulated the problem.

How does a donkey who sees two equally tasty and equally distant treats in front of him make a choice where to go?

Buridan himself believed that a person, faced with such a problem, should make a choice in the direction of greater good.

Leibniz argued that a donkey, seeing two equally tasty and equally accessible haystacks in front of him, would simply die, because he would not be able to decide which one to go to.

Indeed, where will Buridan's donkey go, what will lead it?

From the book Management author Dorofeeva L I

39. Women's leadership Increasingly, it is believed that women are capable of performing managerial functions at least as well as men. Directions of research in the field of gender aspects of leadership can be divided into three classes.1. The concept of gender

From the book Management: lecture notes author Dorofeeva L I

6. Women's leadership Increasingly, it is believed that women are capable of performing managerial functions at least as well as men. Despite this, they are still a minority in the middle and upper levels of government (5% and 1%, respectively, in the US). In Russia

From the book Effective Management by Keenan Keith

Leadership In order to achieve a goal, you need to lead people. You should not be completely focused only on the completion of the task, remember that the human factor can be decisive here. You will need: the ability to be fair and strict; skill

From the book Technologies of Leadership [About Gods, Heroes and Leaders] author Rysev Nikolay Yurievich

5. Leadership Before you start to change others, you need to change yourself. After so many wonderful books about leadership that have already been written and published - reprinted, I must say, sometimes in millions of copies, and, I must say, often in well-deserved copies,

From the book Bosses and subordinates: who is who, relationships and conflicts author Lukash Yuri Alexandrovich

17. Leadership and the Crisis The Crisis is believed to have begun on September 15, 2008, when Lemon Bros. Bank filed for bankruptcy. Naturally, before this event, there were other events that were no less serious in their consequences, but not so significant. Today February 24, 2010

From the book Influence and Power. Win-win techniques author Parabellum Andrey Alekseevich

Leadership in business Leadership has come to be regarded as one of the types of effective management. Today, the development of leaders is one of the priorities of many corporations. Leaders, among other things, must have one mandatory quality - the ability to work in

From the book Leadership Based on Principles by Covey Steven R

Leadership

From the book The Magic of Network Business. Master class for beginners author Rashidovna Osinskaya Irina

From the book Conscious Capitalism. Companies that benefit customers, employees and society author Sisodia Rajendra

From the book The Practice of Human Resource Management author Armstrong Michael

From the book Business Process Management. A Practical Guide to Successful Project Implementation by Jeston John

Leadership You are who you are because that is who you wanted to be. If you really want to become someone else, then start the process of change right now. Fred Smith "The Magic of Network Business" - have you ever wondered why such a name? I am online

From the book Performance. Secrets of Effective Behavior author Stuart Kotze Robin

Sociologists say that even the most pronounced introverts influence an average of a thousand people during their lives! Each person influences others and is influenced from the outside, which means that each of us is both a leader in some ways and a follower in some ways. I firmly believe that each of us is able to develop our leadership abilities by increasing our levels of influence.

Leadership levels
Level 1: Status
Status - basic, initial level of leadership. It is influence that comes solely from office, title or office. The person appointed to a particular position may have some power and the ability to control others, but real leadership is much more than just power, experience, knowledge and following certain rules. A true leader is one whom people follow voluntarily and consciously. A true leader knows that the words "leader" and "boss" do not mean the same thing.

The boss commands people, the leader teaches them. The boss relies on power, the leader on goodwill. The boss causes fear in people, the leader - inspiration. The first level of influence ("leader in office") is often achieved through appointment. All other, higher levels of influence are achieved with the help of the personal abilities of the person himself. People follow the "leader by position" only within the limits of his official authority. They follow orders and do what is required of them, but nothing more. Morale is usually weak in teams led by a "leader in position", and if such a leader lacks confidence, then his "followers" will not show much zeal.

Level 2: Approval
Leadership is the ability to convince people to work for you even when they don't have to. This becomes possible only when moving to the second level of influence. People don't care how much you know, but they want to know that you care! Leadership does not start from the head, but from the heart, the ideal environment for it is not strict rules, but meaningful, meaningful relationships between people.

"Leaders by position" often resort to intimidation and intimidation. A leader who has reached the level of approval does not rely on strength, but on human relationships. He does not intimidate others, but helps them by spending time and energy to satisfy the needs and desires of people. In any business, people, their desires and needs should come first.

A person who is not able to establish strong and lasting relationships with other people will soon inevitably find that he is not able to remain a real, effective leader for a long time. Of course, you can love people and not lead them, but it is impossible to lead people without loving them.

Level 3: Productivity
At this level of leadership, many pleasant things begin to happen. Increasing profits, staff turnover is reduced to a minimum, people act with enthusiasm, needs are met, plans are realized. At this level, the work is literally in full swing. Being a leader, influencing people is a pleasure, problems are solved with minimal effort, people regularly receive fresh statistics on the activities of the organization and are proud of its growth. Everyone is focused on achieving results. Results are the main reason for all activity.

Level 4: Mentoring
Leaders come in "any size, age, shape, or condition." And yet the leaders, although they are so different, are noticed immediately. With a true leader, people consistently deliver excellent results. The greatness of a leader lies not in his own strength, but in his ability to give strength to those around him. Even if you have achieved success, if you have not prepared followers, then your victory is not perfect. If the main task of the worker is to do the work assigned to him, then the main task of the leader is to promote the development of people so that they can do the work assigned to them.

Followers are most loyal to a leader if he has contributed to their personal growth. Notice how the follower's relationship with the leader changes: at level 2, the follower loves the leader, at level 3, admires him, and at level 4, he is devoted to him. By helping people grow as individuals, a leader wins their hearts.

How to raise the level of leadership?
First of all, the wholeness of the personality should be developed.

. Personal Integrity Creates Trust
To become a leader, a person must have followers. To find followers, a person must be trusted. So, the main of the qualities necessary for a leader is the indisputable integrity of the personality. Without it, real success is impossible anywhere - in the work team, on the football field, in the army or in the business office. If your comrades discover that you are a liar, if they discover that you lack sincerity and integrity of personality, then you are doomed to failure. The words and actions of a person should not diverge from each other. Therefore, the main need is the integrity of the individual and the high goal.

Simply—simply, the leader must create and maintain an atmosphere of mutual trust. How often people whose position is connected with leadership try to convince people to obey with the help of external, organizational means and appeal to the status, position, charter of the organization. But, alas, such leaders never manage to achieve any kind of sustainable positive change. They try to solve the problem by external means (for example, by changing the rules and statutes), while the problem is inside themselves. They lack the integrity of the individual, and therefore lack authority.

. The integrity of the individual does not create an image, but a solid reputation
Image is what people think we are. The integrity of the individual is who we really are. Each of us knows people who are one on the outside and others on the inside. What a pity that those who work on their image more than their character often do not realize that once a carefully crafted image will collapse. The actions of such people often surprise even close friends, who are sure that "we already knew him." The measure of a person's true character is how he acts, being absolutely sure that no one will ever know about it. Sometimes life squeezes us, as if in a vise, and under this pressure everything that was previously hidden deep inside comes out. We can't give people what we don't have. The image promises a lot, but delivers little, but the integrity of the character never disappoints.

. Integrity of the individual means that we cannot demand more from others than from ourselves.
No leader can take his followers further than he himself is. Too often we are so preoccupied with the end result that we try to cut corners on the way to it. The integrity of the individual makes these tricks impossible, because sooner or later the truth comes out anyway.

. Personal integrity helps a leader become not just smart, but reliable
The main requirement for a leader, without which effective leadership is impossible, is to gain trust. Otherwise, such a person will not be able to find a single follower. A leader is someone who people follow. To trust a leader, it is absolutely not necessary to agree with him on everything. Trust is the belief that a person says exactly what he thinks. It is a belief in something that sounds lofty and is considered very old-fashioned - integrity of character. The actions of the leader and his stated beliefs should be, if not identical, then at least not contradictory.

Here are some more conclusions about leader growth
. The higher you climb, the more time it takes to climb. Every time there is a change in your work, or when you enter a new social circle, you have to start from the lowest level.

The higher you climb, the higher the level of commitment. This applies not only to you, but also to the people around you. If the leader or follower is unwilling to bear the additional obligations associated with a higher level of leadership, then the leader's influence begins to fade.

The higher you go, the easier it is to lead people along. Notice what happens as you move up the leadership ladder from level two to level four. First people like you, then they like what you do for the benefit of the general interest, and then what you personally do for them. At each new level, followers have new reasons for voluntarily following you.

Rice. 5.6.

Options for individual ways to achieve the highest level of leadership can be different, which is shown in the figure by dotted arrows.

The path is strictly along the bisector: actions adequate to the situation is a conditional "average" designation at the same time (1) the adequacy of the choice of style by the leader - a tool for achieving goals in the current activities of the unit or organization as a whole and (2) the dynamics of development of group efficiency, depending on the behavior of the leader ( leader) is the result of achieving the strategic goals of team development and building an effective organization.

Let us analyze this path in the aspect of group development. In some situations, at the initial stages of group development, it is quite adequate to increase the priority of the task (result) and individual decision-making by the leader (shift towards the horizontal axis). In others, it is more adequate to delegate to people the solution of many tasks (shift towards the vertical axis) to the detriment of the possible quality or speed of current activities in order for the group to learn and gain experience (the resulting one is on the middle axis).

So, having considered the traditional opposition of the concepts of "management" and "leadership", we saw that they are not opposite and often complement each other. Leadership emphasizes the influence that a leader has on others, while management emphasizes the need not only to organize people to work together, but also to motivate them to do this work. That is, charismatic influence is the effect of leadership, and motivation, or rather the motivation of others, is a function of management. However, in both cases, the achievement by the group of the result required by the organization is impossible without the inspiration of the people of the goal, which is the main factor in the effectiveness of group activity and one of the most important conditions for turning the group into a team. Therefore, in modern management models, much attention is paid to the motivational and inspiring activities of the manager (leader).

The logic of the development of leadership theories shows that the periods of searching for the elements that define a leader (his qualities, behavior, his consideration of the specifics of the situation) have already passed. Today we are talking about a special combination of all these elements at different levels of group and leader development and, moreover, about the features and ways to achieve the highest level of organizational leadership, which is characterized by the development of leadership among those who are commonly called followers of the leader or even followers.

Turning to the analysis of different styles of leadership, we saw that despite the variety of approaches, names and descriptions of different styles, in fact, it is always about the opposition of authoritarian and democratic styles as poles of a large continuum and the degree of approximation of intermediate styles to one or another pole.

In addition to the linear continuum, a style lattice is also used, located between two perpendicular axes (also with extreme and intermediate style options), and sometimes three-dimensional models or models with the addition of a third axis to the lattice plane. In the first case, they speak of an independent factor related to the effectiveness or motivation of the group's work, in the second, that the development of the group is a consequence of an adequate situation of flexible involvement of people in achieving the required results.

Practical tasks

Exercise 1. Pick up a few quotes about leaders, outstanding leaders and leaders and divide these quotes into the most sympathetic and least sympathetic (weird) for you. Prepare to argue your opinion in front of classmates.

Task 2. Read an analytical article by S. R. Filonovich on the history of leadership theory. Using the author's conclusions, articles and materials from the sites of well-known centers for research and development of leadership, highlight the main trends in its study over the past 20–25 years.

Task 3. Prepare for a discussion on Leadership as Service.

a) Compare the semantic accents in the following titles: "Leadership as Service", "Servant Leader" and "Servant Leader". What words were used by the author of the idea R. Greenleaf in his 1970 essay?
b) The primordial desire to serve and care for others is more powerful than the primordial desire to lead, exalt, or dominate. However, this power only works if the service results in the strengthening, not the weakening, of those served by the leader. That is, they become more and more wise, free, autonomous and independent. And the servant leader himself is an inconspicuous servant. And that's really what makes him happy. How do you understand these words?
c) Find similar ideas and similar people in the history of mankind and in fiction.
d) Think about what the servant leader wants and dreams about. What can make him happy and what can make him sad?
e) How can caring be understood and exercised in different ways?
f) How does service-leadership relate to the task of the hired manager of the organization to ensure that the goals of the unit and the organization are achieved?
g) Which of the leadership styles you know most closely resembles service leadership?
h) How does service-leadership relate to the principle of organizational hierarchy?

Task 4. Study A. V. Mirzoyan's article "Management and Leadership: A Comparative Analysis of Leadership Theories" and show how the reasoning of the author of the article differs from the reasoning of the authors of other articles you have read on this topic.

Task 5. Search the Internet and study the criteria for the Prize of the Government of the Russian Federation in the field of quality, paying attention to the section "The leading role of management". What leadership style do you think will lead to the results described in this section?

Task 6. Consider the two proposed illustrations and say which one, in your opinion, more accurately reflects the essence of leadership.

The task 7. Analyze the meanings of the Russian word "manage". Find English analogues of the actions "set the direction", "approve the rules", "distribute morals", "rule".

Task 8. Read the following text and find confirmation or refutation of the statements made in it.

"The attitude towards the authoritarian style and reasoning on this topic are deeply connected with the philosophical issues of freedom and with the values of humanism, which, in turn, is often perceived as an instrument of struggle for the liberation of humanity from all forms of exploitation, domination or suppression, and sometimes even more In addition, its liberation, in general, from any social and moral norms.Consequently, opponents of permissiveness and supporters of order, as well as those who are worried about the possible or, in their opinion, loss of the country's independence, automatically deny the democratic style starting to be forced to support authoritarian leaders, emphasizing their personal strength and the successes achieved under their leadership.

Task 9. Get acquainted with G. Leavitt's book "From Top to Down. Why Hierarchies Don't Die and How to Lead Them More Effectively" and prepare a presentation on the conditions for the effectiveness of an authoritarian leadership style.

Task 10. Answer the question: "Office plankton - a cause or a consequence of an authoritarian management style?". Prepare arguments to support your position.

Task 11. Think over and discuss in the audience the basic principles of effective team formation, which should be followed by a modern leader.