Leadership and leadership in social psychology are group processes, combined with social power in the team. The leader and leader is the person who exerts the leading influence on the group, but the leader acts in the system of informal relations, and the leader acts in the formal system.
Leadership and leadership in psychology
Differences of these concepts are associated with two aspects of power - formal and psychological. Formal is an instrumental aspect, it is the legal authority of the manager, and the psychological determines the personal capabilities of the boss, his ability to influence the members of the group. In this regard, distinguish the following distinctive features between the leader and the leader:
- The leader establishes interpersonal relations in the group, and the leader - the official.
- Leadership is formed in the conditions of microenvironment, and leadership is an element of the macro environment, the whole system of relations in society.
- The leader is chosen spontaneously, the head is appointed.
- Leadership is more stable than leadership.
- The leader can only apply informal sanctions, while the leader is also formal.
In the psychological characteristics of these concepts, there are many similarities, but leadership refers to a purely psychological sphere, and leadership to a social one.
Leadership and leadership in management
In practice, it is rarely possible to meet the observance of these two types of relations in management. A significant group of leaders have leadership qualities, whereas the reverse sequence is less common. But both the leader and the manager in fact are engaged in the same thing - they stimulate the staff of the organization, aim it at finding ways to solve certain tasks, take care of the means by which these tasks can be realized.
To date, there are three styles of leadership and leadership:
- Authoritarian . It provides for a minimum of democracy and maximum control. That is, the head takes all decisions individually, exercises control over the performance of tasks with the threat of punishment and is not interested in the employee as a person. This style provides quite acceptable results of work, but it has many shortcomings. This is the probability of mistakes, and low initiative, and dissatisfaction of employees.
- Democratic . At the same time, the team discusses all the problems together, takes into account the opinion and initiative of all employees, the colleagues control themselves, but the head monitors their work, showing interest and benevolent attention to them. This is a more effective style, practically devoid of errors. In such a team trust and mutual understanding are established both between employees and between them and the boss.
- Assigning . Provides maximum democracy and minimum control. With this style, there is no cooperation and dialogue, everything is left to chance, the goals are not realized, the result of the work is low, the team splits into conflicting subgroups.
Of course, only a person can take the position of leader and leader in the organization:
- dominant, able to influence subordinates;
- self-confident;
- emotionally balanced and resistant to stress;
- creative, capable of creatively approaching problem solving;
- responsible and reliable, honest, faithful;
- independent, independently making decisions;
- flexible;
- sociable, sociable.
Thus, the differences in the concepts of leadership and leadership are that the head monitors that the subordinates do things correctly, and the leader - that they do the right things.