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Requirements for the personal qualities of a manager. Professionally important qualities of a manager

Taking into account the requirements of the modern market and modern management systems, a manager today must have quite certain personal qualities. A modern manager is perceived all over the world as an effective, innovative leader = leader + power + work style + career. Therefore, the manager must have a broad outlook and systematic non-standard thinking on the issues of internal interconnection, factors of the corporation and their interaction with the external environment. He must have high human qualities and psychological abilities, have the ability to take reasonable and measured risks, be able to carry out business design, develop, adjust and implement a business plan. The manager must have the ability to carry out marketing research, predict the development of the organization, taking into account the needs and occupy new innovative niches in it.

The main personal qualities of a modern manager include such qualities as:

Thirst for knowledge, professionalism, innovation and creative approach to work;

Perseverance, self-confidence and dedication;

Out-of-the-box thinking, ingenuity, initiative and the ability to generate ideas;

Psychological ability to influence people;

Communication skills and a sense of success;

Emotional balance and stress resistance;

Openness, flexibility and easy adaptability to ongoing changes;

Situational leadership and personality energy in corporate structures;

Internal need for self-development and self-organization;

Energy and vitality;

Tendency to successful defense and equally effective attack;

Responsibility for activities and decisions made;

The need to work in a team and with a team.

The manager in his activities with colleagues and partners is guided by generally accepted moral rules and norms: follow the methods of fair competition "do not use "dirty money" in their activities" do not play "open" if the partner does the same, try to fulfill the promise given to him under any conditions ; use only honest methods when trying to influence subordinates; to be attentive and precautionary; to be demanding, not to offend dignity.

The main resources of a manager are: information and information potential, time and people, skillfully using which the manager ensures high results, constantly increasing the competitiveness of the organization he leads.

A modern manager must have the skills and abilities of effective management. The effectiveness of management can be influenced by factors such as:

The ability to manage oneself;

Reasonable personal values;

clear personal goals;

Stubborn constant personal growth;

Problem solving skills and perseverance;

Resourcefulness and ability to innovate;

High ability to influence others;

Knowledge of modern management approaches;

Ability to form and develop effective working groups;

Ability to train and develop subordinates.

The disadvantages of a modern manager include such qualities as:

Inability to manage oneself;

Blurred personal values;

Vague personal goals;

Stopped self-development;

Lack of problem solving skills;

Lack of creativity;

Inability to influence people and advise them;

Misunderstanding of management processes;

Weak skills in managing all types of resources;

Low ability to form a team.

Managers of prosperous firms pay special attention to the problem of using human resources. In this regard, many attempts have been made to develop an ideal manager model. One of the most successful, in my opinion, was the ideal model of a manager whose goal is to "help people get the job done" developed by the human resources department of Chase Manhattan Bank. The proposed model consists of the following points:

1. Humane treatment of employees...................................100%

2. Friendly relations with employees..............................75%

3. Self-presentation (desire to please people) ......30%

4. Use employees to your advantage..............40%

5. Dependence on something .............................................. ........20%

6. Avoid making decisions............................................... ..40%

7. Do not accept alternative solutions.......................20%

8. Apply administrative pressure............................25%

9. Striving for the goal no matter what .............................. 30%

10. Dissatisfaction with the results obtained..........60%

11. Purposefulness ............................................................... ........100%

12. Getting satisfaction from your work...........100%

Not all professions are equally popular. Some of them bring a lot of money, others help only some are considered prestigious, while others are not. Such a profession as a manager is becoming more and more popular every day. In fact, this is the same manager, but not simple, but knowing many ways to influence his subordinates. Which professional and manager are required? There are many such qualities. They will be discussed below.

Personal and professional qualities of a manager

Take any modern organization and read the list of its employees. Sales Manager, Purchasing Manager, Advertising Manager and so on. Yes, managers are really everywhere and everywhere. But is it easy to be a representative of this profession? How do they even become? Someone studies for a long time, and someone from birth has such managerial qualities that help him manage people, even without any special education.

Let's make a portrait of a modern leader. To do this, you need to consider all the basic qualities of a manager. Some of them are specific, and some are the most common, inherent in many.

Of course, a manager is not only a leader, but also a representative of the company in which he works, its face. This suggests that it must be absolutely flawless. Agree, a poorly dressed person will only spoil the opinion about the company in which he works. Modern companies carefully monitor the appearance of their employees.

The personal characteristics of a manager are varied. First of all, we note the following qualities:

Energy;

cheerfulness;

Good health;

Sense of humor;

Respect for others;

Curiosity;

Openness to everything new.

We also note that a good manager should be able to find a common language with everyone and everyone, be non-conflicting, be able to feel what others want, and so on.

What can be attributed to the professional qualities of a manager? There are many such qualities. First of all, a good manager must be able to act in the interests of his company, help it develop, and represent it well on the side. He must see and immediately solve problems that can negatively affect the state of his company. A good manager is always ready to take responsibility in a difficult situation.

The professional qualities of a manager also include a number of different business and organizational qualities. These include purposefulness, willingness to work even in your own time, mandatory self-control, as well as discipline. The manager must be able not only to be imbued with the idea himself, but also to infect others with it. In other words, he should inspire people to work to their full potential.

Working with people, the manager must be able to give an objective assessment of his capabilities. Otherwise, he will have to pay too often for his own mistakes, as well as for the mistakes of his subordinates. is based on the fact that only a cohesive and organized team can work at full strength. There are many ways, but it is best to rally it with the help of the authority of a respected person, one to whom everyone is ready to obey unquestioningly.

The professional and personal qualities of a manager, which were described in this article, can be developed by anyone. Is it difficult? Yes, but the game is worth the candle. There are many techniques that can turn an ordinary manager into a modern manager who at the same time will be an excellent diplomat and psychologist.

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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Test

Personal qualities of a manager

1. Manager personality

1.1 Professionalism of the manager

3. The power of the manager

3.1 Power

3.2 Types of authority

Conclusion

1. Manager personality

1.1 Professionalism of the manager

The term "manager" means hired professional managers in production, management specialists. This concept is used quite often. Who belongs to this category?

Director, group leader, chief, manager - all these positions, and persons performing these functions, can be combined by the concept of "manager".

What does it mean to be a manager? It is difficult to give one absolutely precise and voluminous definition. The functions of a manager and the situations in which they are implemented are different. The following important features can be distinguished:

1. The manager directs the work of one or more employees;

2. The manager manages part or all of the enterprise in which he works;

3. Some powers are delegated to the manager. He has the right (within certain limits) to make decisions that will have consequences for other employees.

The manager in his organization is engaged in coordination, provides leadership and management, makes decisions.

Managers occupy a certain social stratum in society, which plays a prominent role.

The main element underlying the manager is the professional nature of managerial activity. What is the professionalism of a manager? First of all, in the presence of special knowledge and skills in the field of organization of production and management, the ability to work with people in various fields.

In the practice of European and Japanese companies, the practice of "cultivating" managers in their own firms is more practiced.

However, in some states, the practice of hiring professional managers is common.

In our country in past years, under the administrative-command system, the professionalism of the leader was not essential. There was no need for special managerial training. It was necessary mainly to understand the technique and technology of production, and to navigate the corridors of power, to be able to build the right relationship with sectoral and party bodies.

However, the time of the head - "technician" has passed. A modern leader must be a specialist in his field, and above all - an organizer, psychologist, sociologist.

Modern enterprises are more in need of specialists in technical systems, where a person is in the center of attention.

Thus, for successful management in a market economy, when each enterprise acts as a separate producer, a professionally trained leader-manager is needed, who must have a number of qualities.

1.2 Organizational skills

Organizational abilities are understood as individual psychological characteristics of a person that allow a person to master the methods of organizational activity to successfully implement them.

Organizational skills include:

1. Adaptive mobility - a tendency to creative forms of activity, aggravation of knowledge, initiative, intolerance of conservatism, the desire to teach others, willingness to take reasonable risks, the desire for innovation, self-control, enterprise, etc.;

2. Contact - sociability, interest in people, the ability to win over, see yourself from the outside, listen, understand and convince people, the ability to look at the conflict situation through the eyes of the interlocutor;

3. Stress resistance - includes intellectual and emotional security in problem situations, self-control and sobriety of thinking when making decisions;

4. Dominance - imperiousness, ambition, desire for personal independence, leadership, ignoring authorities, self-respect, courage, strong-willed character.

And finally, the type of communication, which is divided into weak-willed, aggressive and socially adequate.

Moreover, there is a direct relationship between the types of communication and leadership styles: the weak-willed type corresponds to a liberal-distracting leadership style, aggressive - autocratic, socially adequate - democratic style.

How are organizational skills and related leadership formed and developed, are they innate or acquired? There are different views on this question.

A number of experts deny the existence of specific personality traits that would provide their carrier with an advantage in managing people, while others, on the contrary, prove their presence. The second point of view seems to be more correct.

Scientists have established a certain influence of the psychological characteristics of a person on the success of managerial activity. The study of human psychology in recent years has led to the identification of his general and particular abilities, considered in unity.

Under the general ability to understand the ability to integrate, to "fusion" in the unity of the totality of the specific qualities (abilities) of the individual. For example, when it comes to the modern style of leadership, they talk about the need to organically combine diligence, discipline with a change of initiative and enterprise, practicality and efficiency with aspiration, etc., which few succeed in. The effectiveness of managerial activity is determined primarily by the high level of development of the general ability of the individual, a set of mutually complementary qualities and their opposites.

The organizational potential of the leader is manifested in the system of his relations to himself and to other people (environment).

The variety of social functions of the manager as a political leader, organizer, specialist, educator, etc., which creates significant difficulties. The regulatory mechanism for maintaining self-identity in a variety of roles is a prerequisite for updating the organizational potential.

In a broad sense, the personal qualities of a manager are a combination of all the properties and characteristics of an employee that allow him to realize his functions.

The level of development of the manager's personal potential, as well as the degree of labor efficiency corresponding to it, depends not so much on any one element, but on the ability to integrate all elements, their internal balance.

1.3 Psychological competence

The sources of moral and psychological illnesses of the labor collective, negative behavior are the thoughts and feelings of workers.

There is only one way to change behavior - this is the leader's knowledge of the inner world of a person and his mastery of the methods of restructuring him in a positive direction.

The effect of influencing the social behavior of employees is determined by the psychodiagnostic abilities, knowledge and skills of the team leader.

The doctrine of "human relations", which originated in the 1930s in industry in the United States, has yielded noticeable results, both in production and in social aspects.

There has been a significant development of the "personnel management" function, which includes a rich arsenal of means to stimulate people's activities. There is also a process of humanization of production relations, which involves the rejection of direct, rude methods of influence, both administrative and economic.

Under these conditions, the high psychological competence of the leading cadres is of great importance. What is included in this concept, what knowledge and skills are necessary for successful management?

First, knowledge is needed for self-assessment and self-improvement of the individual. The leader's self-esteem must be high enough to have enough confidence for social activity.

But self-esteem should be adequate, slightly higher than real merits, so that excessive self-confidence, a complex of infallibility of the individual, would not appear.

Secondly, you should have a complex of knowledge and skills of communicating with people.

Thirdly, psychological and pedagogical competence is necessary, associated with the implementation of the function of the educator of subordinates.

Fourthly, knowledge of the psychological patterns of the functioning of the team is needed, since the leader must accurately assess interpersonal and group relations in the organization and be able to harmonize them.

The leader must master the mechanism of psychological influence on subordinates, which underlies the interaction and implies various ways to enhance their activities.

At the same time, the direction of influence is important, which is associated with the motives of the subject of leadership and serves its purpose. The purpose and result of the impact is the restructuring of the psychology of the object, the achievement of shifts that affect behavior. This is expressed in a change in attitudes, attitudes, motives.

Managers must take into account the need for self-realization, self-assertion of employees. Therefore, the sphere of influence also includes purely personal properties of people, their psychology. With psychological influence, an organic unity of the three main mechanisms is necessary: persuasion, suggestion, coercion.

The attitude of the leader to the subordinate is manifested in various inspiring influences.

Among them, two polar ones are distinguished - inspiring and overwhelming.

Leaders can also be divided according to the predominance of certain influences.

Each of them has its own attitude towards employees, which creates a certain socio-psychological distance between them, an atmosphere of relationships and an inspired mental state.

The main activity of a leader is working with people. His ability to skillfully build business relationships, regulate the psychological climate should be considered one of the main signs of the professional suitability of managers.

The success of the leader's activities is also largely due to his moral and ethical values. The latter, in turn, are in close connection with the personal significance of a person.

They are interdependent, because there are no moral and ethical values without the personal value of a person, and vice versa. The most significant moral and ethical values include sincerity, honesty, respect for another person, interest in the affairs of other people, a sense of personal responsibility, conscientiousness, consistency, perseverance in work, lack of inclination to alcohol and immoral acts, vindictiveness and pettiness, the ability to admit one's own mistakes. understanding of other people, the correspondence between word and deed, etc. These human qualities are the result of education and the influence of the social environment on an individual.

The effectiveness of leadership activities largely depends on the authority of the leader.

The opinion that with the receipt of a certain post, the leader automatically acquires authority is deeply mistaken.

Authority is the personal influence of a person on the team, which he acquires through his work, professional knowledge, organizational skills, innovations and the ability to work with people. Authority is the well-deserved trust that a manager enjoys from subordinates, senior management and work colleagues. This is the recognition of the individual, the assessment by the team of the compliance of the subjective qualities of the manager with the objective requirements.

Authority should be viewed as a system of relationships, values and results of work. In order for the authority of the manager's position to be combined with the authority of his personality, he must combine leadership and leadership functions.

Leadership is a process of psychological influence of one person on other people in their joint desire to achieve common goals, which is carried out on the basis of perception, imitation, suggestion, understanding of each other.

This is a process of psychological influence based on the principles of free communication, mutual understanding and voluntary submission. The higher the authority of the leader, the stronger his influence on the employee.

Leadership is a process of legal influence carried out by a leader on the basis of the power entrusted to him by society or a team. Leadership is based on the principles of power relations, management, social control and the use of disciplinary practices up to the coercion of unconscious elements.

1. Personal, expressed in the leader's ability to lead;

2. Public, expressed in the possession of the head of power and official prestige.

Employee support is the key to effective leadership. To be a good leader is, first of all, to be on good terms with subordinates.

They have the best idea of your leadership style. The way you look in their eyes explains all your successes and failures. Subordinates are well aware of the difference in work between a bad and a good leader.

With good leadership, their work becomes more interesting, and the results achieved reinforce a sense of professional pride.

With poor leadership, subordinates serve their labor service. The effectiveness of the relationship between subordinates and leaders can be determined by six critical elements. Depending on what style this or that leader uses in a particular situation, his relations with subordinates are built, which determine his authority.

Democracy of communication between a leader and subordinates, colleagues at work;

His availability, attentiveness;

The ability to create a comradely atmosphere of trust, courtesy and correctness in handling, accuracy and responsible attitude to this word.

What matters is smartness and accuracy, clarity and organization in the manner of behavior. But the external side of actions must correspond to the internal moral convictions of the leader. Only under this condition, the norms of office etiquette can help the leader communicate more effectively with people. Constant communication between the leader and his subordinates raises his authority and the level of trust in the team.

The sociability of a person is characterized by the ease of getting into contact with other people, the absence of isolation, isolation. Moreover, sociability must necessarily be accompanied by an emotionally positive tone of communication.

Strengthening the authority of the manager, it is necessary to ensure that he does not fetter the initiative of subordinates. Artificial methods of forming authority do not lead to success; as a result, an imaginary, or false, authority appears.

3. The power of the manager

3.1 Power

Power - the ability to exert a certain influence on people's behavior with the help of the right to dispose of something, authority, submission to one's will. In turn, influence is the behavior of one person, which makes a change in the way of thinking and actions of another person.

Power and influence are the means at the disposal of the manager to deal with a variety of business situations. Since the manager has power over subordinates, they are dependent on him for the amount of work performed, empowerment, promotion, salary increases, satisfaction of social needs. However, the subordinate also has power over the leader. This can be manifested in the ability of subordinates to perform tasks efficiently and on time, influencing other people on whom the manager himself depends, transferring the necessary information to the manager. Therefore, the manager must maintain a reasonable balance of power in the team.

The balance of power is a situation in management when the level of influence of a leader vested with power on a subordinate is equal to the degree of dependence of this subordinate on the leader.

An effective manager will not abuse power, act in a rude, command form.

A manager can exercise power through various means: encouragement, imposition of penalties, the authority of his own professional knowledge, his personal merits. In addition, an effective means is to empower subordinates with limited and controlled by the manager powers.

Decentralization of personal power is achieved in three ways:

1) formally documented delegation of authority;

2) availability of long-term, medium-term and current planning systems;

3) a well-functioning mechanism for information exchange.

Timely redistribution and organizational formalization of power is necessary for the manager to increase stability in the work of the enterprise.

This is due to the fact that in the activities of any company there inevitably comes a moment when it is necessary to redistribute power functions within it. If you ignore such a need, there may be a threat to the development and even the existence of the company.

With the decentralization of power, managers can use a bonus system, according to which an employee is rewarded not only for personal results, but also for the results of the activities of his unit, but also of the enterprise as a whole.

In accordance with the research, every third Russian company in the process of its development is faced with the problem of power in the relationship between a manager and subordinates.

The manager either builds up among himself and more and more states, or maintains familiarity with junior employees. Both the first and the second are dangerous for the enterprise.

More than half of Russian companies are organized on a family basis. This is a place where, first of all, they live, and only then the company in which the work is done. The fallacy of this practice is obvious.

Optimally adapted to market conditions is a self-confident leader. Such a manager always has a strong opinion of his own, but he tries to listen and take into account the opinions of his subordinates.

3.2 Types of authority

Power based on coercion. The manager can exercise power through coercion, which gives him the opportunity to humiliate, intimidate people. This type of power is based on influencing a person with the help of fear: the threat of losing a place, being demoted, etc.

To use fear as a tool of influence, it is necessary to have an effective control system.

However, in this case, the desire of a person to deliberately violate, deceive his leader increases.

As a result of exposure to fear, people experience alienation, stiffness, anger.

Therefore, where power is based on coercion, as a rule, labor productivity and product quality are lower. Employees in this case usually experience dissatisfaction with their work. Power based on coercion can be effective where labor and production discipline is violated.

Power based on reward. This is one of the most effective ways to influence other people.

The main thing for the manager is to correctly determine the amount of remuneration. Otherwise, with insufficient remuneration, the degree of motivation will be insignificant.

Even worse is the other extreme, when the amount of remuneration does not correspond to the modest achievements of the employee. In addition, when choosing the option of power based on remuneration, the manager can operate under objective constraints.

The reasons for such restrictions may be, for example, the insignificant financial capabilities of the enterprise.

In this regard, the manager must be able to use not only material, but also psychological methods of motivation.

Power based on authority and knowledge. In this type of power, the influence on the employee is carried out due to the fact that he takes on faith the professionalism of the manager, his experience and knowledge. That is why this version of power involves influence through the so-called reasonable faith.

The influence of faith in the authority and knowledge of a specialist is far from unambiguous. It is not uncommon for a new leader, not having sufficient experience in a particular area of activity, to take on faith the recommendations of his more experienced subordinates. However, if this period is prolonged, the strength of his power in relation to employees may weaken, his authority may decrease.

At the same time, the high professionalism of a manager in a particular area of activity, for example, in the technical field, does not always indicate the effectiveness of his work as a leader.

So, in the German concern Schleman-Simag, the chief designer used to be the one who designed the best and had a large number of patents. Now the chief designer is a specialist who knows how to manage better, who can achieve the maximum effect from the work of his subordinates.

The best option here is a situation where the manager is the undisputed leader for his subordinates, both professionally and organizationally.

Power based on example. At the heart of this type of power is a person's need for belonging, involvement, identification with a certain charismatic personality.

Charisma (from the Greek. Charisma - mercy, divine gift) means giftedness, exclusivity.

A manager endowed with charismatic traits has power based primarily on high personal qualities and outstanding abilities. Such qualities can be professionalism, solid appearance, the ability to behave with dignity in society, independence of judgment, a meaningful presentation of one's thoughts. They say about such people that they radiate some kind of positive energy that has a beneficial effect on others.

The power of example, which is used by a charismatic leader, is an effective way to manage people. A charismatic leader always has an idea of how the work should be done. Such a manager is able to formulate his vision of the future and present it in such a way that it is understandable to others. This, in turn, acts on subordinates as a strong motivating factor.

Employees in this case strive to be like the manager, respect or, as is sometimes said, "idolize" him.

It has been established that subordinates of managers with charisma achieved better results in their work than those who worked under the supervision of managers who did not have such qualities. It has been proven that the charismatic type of leader is especially important in the case when the company is going through a crisis.

Power based on legal rights. The manager has the legal authority vested in him by the enterprise or organization in which he works. This is the most famous version of power.

The authorities have always sought to strengthen their power, which is confirmed by the rich historical experience of the development of mankind. Therefore, influence through traditions allows employees to realize their needs for belonging to a social group and security, since it is the manager who takes on the responsibility of planning work, making decisions, and being responsible for organizing its implementation.

However, in this case, the employee can shift the responsibility for his own omissions in the work to the manager.

Therefore, influence through tradition has a very significant feature. It lies in the fact that the employee is more likely to obey the position, and not the specific personality of the leader. Hence the direct path to obedience to management, even if the manager is not authoritative enough in the eyes of subordinates.

Thus, following the traditions that have developed in the team, on the one hand, allows the production process to be carried out on the basis of an established procedure, established business ties, and on the other hand, influence through traditions creates certain difficulties in implementing innovations, improving the production process, since people do not want to change the usual course of events.

In Russia, with the beginning of market reforms, there has been a significant transformation in the use of legitimate power. At present, in various organizational structures of our country, there is increasingly a transition to the restoration of the best Russian traditions of high professionalism, honesty, reliability in business relations.

Conclusion

Management is a special type of management that is implemented in a market economy, that is, in conditions of economic independence and entrepreneurial activity of organizations, in conditions of competition and risk.

At the forefront of managing an organization is a manager, an official who professionally manages.

Managerial work is characterized by a special subject and result of labor, the content of labor, division and cooperation in the activities of management workers.

The factors of successful activity of a manager are: a complex of scientific knowledge, experience in managerial activity and the art of a manager.

The manager in the process of his activity plays the roles determined by his official position in the organization.

For a manager to successfully perform his functions, he must have certain professional and personal qualities. The necessary qualities of a manager's personality can be purposefully formed and educated.

manager head management

List of sources used

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2. Rumyantseva Z.P. General management of the organization. Theory and Practice: Textbook. - M.: INFRA-M, 2001.

3. Organization management: Textbook / Ed. A.G. Porshneva, Z.P. Rumyantseva, N.A. Salomatina. - M.: INFRA-M, 1999.

4. Busygin A.V. Effective Management: Textbook. - M.: Finpress, 2000.

5. Vesnin V.R. Management: Textbook. - M.: TK Velby, Publishing House Prospekt, 2004.

6. Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process: Textbook. - M.: MGU, 1995.

7. Daft R.L. Management. - St. Petersburg: Peter, 2002.

8. Knyshova E.N. Management: Textbook. - M.: FORUM, INFRA-M, 2003.

9. Management / V.P. Galenko, A.I. Rakhmanov, O.A.Strakhova. - St. Petersburg: Peter, 2003.

10. Meskon M.Kh., Albert M, Hedouri F. Fundamentals of management: TRANS. from English. - M.: Delo, 1992.

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SECTION II. ANALYSIS OF PERSONAL QUALITIES OF AN EFFECTIVE MANAGER

The formation of the qualities of a strong personality is one of the prerequisites for the work of a leader on himself. How do the concepts of “strong personality” and “strong leader” relate to each other? It is possible to be a strong personality and still not be a strong leader, although strong leaders tend to be strong personalities. It seems to us that the process of training management specialists should form professional knowledge, skills, communication and organizational skills, and a number of personal qualities necessary for effective work, as well as socio-psychological readiness for future managers, in future managers.

Of the many personal qualities of a leader that affect management efficiency, the most significant are the following:

Dominance. First, in order to influence others, it is not enough to rely only on imperious, official powers, i.e. to formal authority. It is known that if subordinates act, following only the rules and requirements set by the leader, they use no more than 65% of their capabilities and sometimes perform their duties satisfactorily, just to keep their jobs. So the influence of the leader, based only on means of a formal organizational nature, must necessarily be fueled by informal influence. Secondly, informal influence gives the desired effect only when it finds an internal response, some form of feedback. Without a positive response, the leader's desire to dominate will look like a primitive claim to power.
Self confidence. A self-confident leader provides a certain psychological comfort and increases the motivation of subordinates to work. Two important facts should be noted. First, there is a difference between self-confidence and overconfidence. This difference is easily perceptible, but difficult to overcome. A self-confident person proceeds from realistic ideas about his capabilities, advantages and disadvantages, without underestimating or exaggerating them, i.e. He has developed an adequate self-esteem. Secondly, it is known that subordinates feel very well the state of the leader, which means that no matter how the circumstances develop, one should at least outwardly keep oneself calm and confident.
Emotional balance. Firstly, uncontrolled emotions (even positive ones) adversely affect the psychological climate in the team. Therefore, the manager must maintain smooth, respectful business relations with all employees, regardless of personal likes and dislikes. Secondly, the leader is the same person as everyone else: he can indulge in irritation, indignation, despondency, etc. The constant suppression of negative emotions, their containment in the work environment can lead to neurosis. Therefore, it is extremely important for a leader to find means of emotional and psychological relief (playing sports, meeting friends, hobbies, etc.).
Stress resistance . Stress is a general defensive reaction of the body to environmental influences that violate its homeostasis; this is a state of tension (both physiological and emotional-psychological), activating the efforts of a person to achieve goals. The problem is that the level of tension that is favorable for one person is unbearable for another. Stress is associated with every area of human life. A significant part of the causes of stressful states of a person is associated with his professional activity. The main ones are the fear of not doing the job, making a mistake, being bypassed by others, losing your job, losing your own “I”.
Creativity. This is a person's ability to creatively solve problems, a very important personality trait, especially essential for innovative activity. In relation to managerial activity, creativity can be considered as the ability of a leader to see elements of novelty, creativity in the activities of subordinates and support them. Some obstacles prevent a person from showing a creative approach to business: a weak desire for something new, insufficient use of one's capabilities, excessive tension, excessive seriousness; bad methodology.

The implementation of effective activities of the manager is impossible without a creative approach to their work. Consider some principles of creative attitude to the profession:

To be able to distinguish the main from the secondary - both in relation to business and in interaction with people.
Know the measure of impact on events.
Ability to approach a problem different sides.
Prepare for unexpected events.
The ability to extract positive experience from what is happening.

Achievement and entrepreneurial spirit. Without these qualities, it is impossible to imagine an effective leader. One of the fundamental needs, the need for self-realization, is reflected in a person's desire for achievements. Leaders with these traits have a number of characteristics. First, they prefer situations in which they can take responsibility for solving the problem. Secondly, they do not tend to expose themselves to too much risk and set realistic goals. Third, achievement seekers are always interested in feedback—information about how well they are doing on a task.

Responsibility and reliability . In modern management, these personality traits are a kind of “calling card” of both the company and the leader himself. For a company that values its reputation, it is quite obvious that obligations must be met, even if this will bring losses. We can safely say that the future belongs to those companies and managers whose motto is excellent quality, reliability of performance and loyalty in relations with customers. Dignity and responsibility is more than just business ethics. Each leader must know exactly for what work and according to what criteria he bears absolute responsibility. This responsibility can never, under any circumstances, be transferred to someone else. Hence the dignity, because it is determined by the presence of constant responsibility.
Independence. This is the willingness of the leader to make decisions independently and be responsible for them. The more independent the leader is, the more independent he behaves, the more valuable and useful it is for him to listen to the opinions of his colleagues, if they contain a rational grain. It should be noted that prominent entrepreneurs encourage dissent in their companies. This is important from all points of view, because like-minded people are not those who think the same way, but those who think about the same thing. A strong, independent leader can afford to have dissident people among his subordinates. You can only rely on what resists.
Sociability. According to some studies, a manager spends more than three-quarters of his working time communicating. Without sociability, such a fundamental quality as the ability to build relationships with people is impossible. Communication is not an innate quality, it can be developed. The development of communication skills is the most important part of self-improvement and self-development of a manager.

To the above personality traits, one can add a number of traits inherent in a "strong" leader:

High resistance to frustration (an emotional state of depression, depression and devastation that occurs when faced with obstacles that seem insurmountable).
The ability to abandon one's point of view if subordinates prove that it is not optimal.
The ability to discuss one's qualities, to accept criticism, while maintaining self-confidence.
The ability to endure both victory and defeat.
The ability to lose without feeling defeated, immediately taking on new problems.
Energetic, high level of effort.
Competence in matters of management.
Ability to manage and organize business.
The ability to inspire favor.
The ability to see changes within and outside the organization.
Readiness for changes and for their immediate implementation.
Ability to use your time productively.

An analysis of these features shows that some of them are directly related to the manager's personal qualities and are "derived" from them. The other part of the presented characteristics is the purely professional qualities of the manager, developed with the help of special efforts. So a strong personality and a strong leader are close concepts, but not identical.

In addition, for successful management, the future manager must have the following professional qualities 7 :

Competence Every manager needs to know what to do and how to do their job in the best possible way. This requirement does not exclude the fact that he works in his own unique manner.
Sense of the new and the ability to take risks - develops as a result of constant changes in the way tasks are performed. New ways and means of performing common tasks are advantageous. Their constant search is encouraged in the activities of each manager. On the other hand, it is important not only to have the desire and ability to take risks, it is important to be able to take risks. To do this, the manager must be ready to effectively use all the resources available to him, and able to plan his actions.
Sensitivity and mobility - are cultivated by encouraging new ideas and strategic decisions at any level of subordination. Foresight of the problem allows you to cope with it even before it rises to its full height (forecasting abilities, vision of the desired perspective). And this saves not only time, but also money.
High efficiency - this is not only the ability to work for a long time and with high quality, but also the ability to organize one's work in the most optimal way (understood as the number of important decisions made per unit of time). This is patience, without which long hard work is impossible.

The very nature of managerial activity requires constant and daily work on self-improvement and self-development of the individual. Without this, it is impossible to become and remain an effective leader.

As the main qualities inherent in a modern manager, we can name:

The ability to manage oneself

The ability to influence others

Striving for personal growth

Ingenuity,

Ability to train subordinates.

The ability to manage yourself. The need to be able to manage oneself is determined by the fact that a person who wants to manage others must first learn to manage himself. Work can absorb a person, squeeze the creative power out of him and deprive him of the joy of life. Therefore, the manager must learn to treat himself as a unique and invaluable resource, constantly maintaining his performance.

This skill is made up of four main components.

1 The ability to maintain one's own physical health, an easily monitored indicator of which is a stable weight.

2. The ability to maintain their own mental health. For this you need:

Explore and know your inner world;

Experience, acknowledge and express your feelings without suppressing your own emotions;

Strive to establish good relations with others and at the same time patiently endure dislike for yourself on the part of subordinates;

Calmly accept failures, considering them as something inevitable and even useful, allowing you to learn;

Strive to create conditions that would sharply stimulate activity, but would not impose excessive demands leading to stress. SECTION I. Theoretical foundations of the study of personal qualities of an effective manager.................................................................. ...............................

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SECTION II. ANALYSIS OF THE PERSONAL QUALITIES OF AN EFFECTIVE MANAGER..................................................
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SECTION III. Improving the personal qualities of an effective manager ..............................
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Conclusion …………………………………………………….......... 29
LIST OF SOURCES
AND LITERATURE ………………………………………………….........…

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