managementscienceУправленческие науки / Management SciencesManagement Sciences2304-022X2618-9941Financial University under The Government of Russian Federation10.26794/2304-022X-2024-14-3-135-146managementscience-571Research ArticleУПРАВЛЕНИЕ ПЕРСОНАЛОМPERSONNEL MANAGEMENTТипология стилей руководства в зависимости от характера принятия решений и ориентации на дело/человекаTypology of Leadership Styles Depending on the Nature of Decision-Making and Business/Person Orientationhttps://orcid.org/0000-0002-3564-9737ГалиакбероваА. А.GaliakberovaA. A.

Альфинур Азатовна Галиакберова — кандидат экономических наук, доцент, доцент кафедры истории,  географии и методик их преподавания

Набережные Челны

Alfinur A. Galiakberova — Cand. Sci. (Econ.), Associate Professor, Associate Professor of the Department of History, Geography and Methods of Teaching

Naberezhnye Chelny

ngpi@tatngpi.ruhttps://orcid.org/0009-0005-6521-9171МухаметшинА. Г.MukhametshinA. G.

Азат Габдулхакович Мухаметшин — доктор педагогических наук, профессор, профессор кафедры педагогики им. З. Т. Шарафутдинова

Набережные Челны

Azat G. Mukhametshin — Dr. Sci. (Pedagogical), Professor, Professor of the Department of Pedagogy named after Z. T. Sharafutdinov

Naberezhnye Chelny

magngpi@mail.ruhttps://orcid.org/0009-0005-0422-3804ДыринС. П.DyrinS. P.

Сергей Петрович Дырин — доктор социологических наук, профессор, профессор кафедры истории, географии и методик их преподавания

Набережные Челны

Sergey P. Dyrin — Dr. Sci. (Sociology), Professor, Professor of the Department of History, Geography and Methods of Teaching

Naberezhnye Chelny

sdyrin@yandex.ruhttps://orcid.org/0000-0001-6075-2018АсратянН. М.AsratyanN. M.

Норайр Мартинович Асратян — кандидат философских наук, доцент, доцент кафедры истории, географии и методик их преподавания

Набережные Челны

Norair M. Asratyan — Cand. Sci. (Philosophy), Associate Professor, Associate Professor of the Department of History, Geography and Methods of Their Teaching, Researcher in the Research Sector

Naberezhnye Chelny

noair.asratyan@gmail.comhttps://orcid.org/0000-0003-0910-8897КорниловаИ. В.KornilovaI. V.

Ирина Валерьевна Корнилова — доктор исторических наук, доцент, профессор кафедры истории, географии и методик их преподавания, ведущий научный сотрудник

Набережные Челны

Irina V. Kornilova — Dr. Sci. (History), Associate Professor, Professor of the Department of History, Geography and Methods of Teaching, Leading Researcher 

Naberezhnye Chelny

ivkornilova@list.ruhttps://orcid.org/0000-0002-5096-8648ГалиевР. М.GalievR. M.

Рустем Мирзанурович Галиев — кандидат педагогических наук, старший научный сотрудник научно-исследовательского сектора

Набережные Челны

Rustem M. Galiev — Cand. Sci. (Pedagogical), Senior Researcher in the Research Department

Naberezhnye Chelny

Galiev.RM@gmail.comНабережночелнинский государственный педагогический университетРоссияNaberezhnye Chelny State Pedagogical UniversityRussian FederationНабережночелнинский государственный педагогический университет; Камский научный центр Института Татарской энциклопедии и регионоведения Академии наук Республики ТатарстанРоссияNaberezhnye Chelny State Pedagogical University; Kama Scientific Center of the Institute of Tatar Encyclopedia and Regional Studies of the Academy of Sciences of the Republic of TatarstanRussian Federation202430092024143135146Copyright © Галиакберова А.А., Мухаметшин А.Г., Дырин С.П., Асратян Н.М., Корнилова И.В., Галиев Р.М., 20242024Галиакберова А.А., Мухаметшин А.Г., Дырин С.П., Асратян Н.М., Корнилова И.В., Галиев Р.М.Galiakberova A.A., Mukhametshin A.G., Dyrin S.P., Asratyan N.M., Kornilova I.V., Galiev R.M.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://managementscience.fa.ru/jour/article/view/571

Цель исследования заключается в авторской разработке классификации стилей руководства, основанной на сочетании двух показателей: степени вовлеченности работников в процесс принятия решений и преобладающей на предприятии ориентации либо на достижение организационных результатов, либо на обеспечение удовлетворенности персонала. Научная новизна работы состоит в подходе к решению заявленной проблемы, а именно — создании авторской типологии стилей руководства (единоличный, патерналистский, коллективный, коммунальный), основанной на сочетании степени участия персонала в принятии управленческих решений и целевой ориентации на дело/отношения. Полученные результаты показывают, что именно такая методология помогает наилучшим образом раскрыть особенности управления на современных российских предприятиях. На ее основе анализируются аспекты, определяющие характер лидерства, выявляется его взаимосвязь с различными социально-экономическими факторами. Многолетние лонгитюдные исследования, проводившиеся в организациях Набережных Челнов, предоставили авторам статьи эмпирический материал, на основании которого было сделано заключение, что для стиля современных отечественных управленцев наиболее характерны авторитаризм и патернализм. Практическая значимость исследования состоит в возможности применения ее результатов на предприятиях разных отраслей экономики. Предложенная классификация стилей управления может быть использована в качестве методического инструментария при изучении эффективности управленческой работы в организациях, а также в процессе подготовки, переподготовки и повышения квалификации персонала.

The purpose of the study is to develop a classification of leadership styles based on a combination of two indicators: the degree of employees’ involvement in the decision-making process and the prevailing orientation at the enterprise either towards achieving organizational results or towards ensuring employees’ satisfaction. The scientific novelty of the work is in the approach to solving the stated problem, namely, the creation of the authors’ typology of management styles (individual authoritarian, paternalistic, collective, communal), based on a combination of the degree of staff participation in making management decisions and target orientation towards business/relationships. The results obtained show that this methodology helps to reveal most efficiently the features of management at modern Russian enterprises. This methodology was used as a basis for the analyses of the aspects determining the nature of the leadership. There was revealed its relationship with various socio-economic factors. Long-term longitudinal studies conducted at Naberezhnye Chelny enterprises provided the authors of the article with empirical material, on the basis of which it was concluded that authoritarianism and paternalism were the most characteristic of the modern domestic managers’ style. The practical significance of the study is in the possibility of applying its results at enterprises in various sectors of the economy. The proposed classification of management styles can be used as a methodological toolkit in studying the effectiveness of management work at different organizations, as well as in the process of training, retraining and advanced training of personnel.

управленческие решенияпринятие управленческих решенийцелевая ориентация на достижение результатацелевая ориентация на удовлетворенность работниковстиль руководстватипология стилей руководстваединоличный стиль руководстваколлективный стиль руководствапатерналистский стиль руководствакоммунальный стиль руководстваmanagement decisionsmanagement decision makingtarget orientation to result achievementtarget orientation to employee satisfactionleadership styletypology of leadership stylesindividual authoritarian leadership stylecollective leadership stylepaternalistic leadership stylecommunal leadership styleReferencesLewin K., Lippitt R., White R. K. Patterns of aggressive behavior in experimentally created “social climates”. The Journal of Social Psychology. 1939;10(2):269–299. DOI: 10.1080/00224545.1939.9713366Lewin K., Lippitt R., White R. K. Patterns of aggressive behavior in experimentally created “social climates”. The Journal of Social Psychology. 1939;10(2):269–299. DOI: 10.1080/00224545.1939.9713366Lewin K. Dynamic psychology: Selected works. Transl. from German, Eng. Moscow: Smysl; 2001. 572 p. URL: https://djvu.online/file/vfEixmyxCWC3Q (In Russ.).Lewin K. Dynamic psychology: Selected works. Transl. from German, Eng. Moscow: Smysl; 2001. 572 p. URL: https://djvu.online/file/vfEixmyxCWC3Q (In Russ.).Левин К. Динамическая психология: избранные труды. Пер. с нем., англ. М.: Смысл; 2021. 572 с. URL: https://djvu.online/file/vfEixmyxCWC3QTannenbaum R., Schmidt W. H. How to choose a leadership pattern. Harvard Business Review. 1958;36(2):95– 101. DOI: 10.4324/9781315250601–8Tannenbaum R., Schmidt W. H. How to choose a leadership pattern. Harvard Business Review. 1958;36(2):95– 101. DOI: 10.4324/9781315250601–8Vroom V. H., Jago A. G. On the validity of the Vroom-Jetton model. Journal of Applied Psychology. 1978;63(2):151–162. DOI: 10.1037/0021–9010.63.2.151Vroom V. H., Jago A. G. On the validity of the Vroom-Jetton model. Journal of Applied Psychology. 1978;63(2):151–162. DOI: 10.1037/0021–9010.63.2.151Fiedler F. E. A theory of leadership effectiveness. New York, NY: McGraw-Hill Book Co.; 1967. 310 p.Fiedler F. E. A theory of leadership effectiveness. New York, NY: McGraw-Hill Book Co.; 1967. 310 p.Weber J. M. Individuals matter, but the situation’s the thing: The case for a habitual situational lens in leadership and organizational decision-making. Organizational Dynamics. 2020;49(1):100710. DOI: 10.1016/j.orgdyn.2019.03.003Weber J. M. Individuals matter, but the situation’s the thing: The case for a habitual situational lens in leadership and organizational decision-making. Organizational Dynamics. 2020;49(1):100710. DOI: 10.1016/j.orgdyn.2019.03.003Abhinand G. B., Agrawal A., Prashant S. H. A review of project life cycle management. International Advanced Research Journal in Science, Engineering and Technology. 2021;8(6):546–550. DOI: 10.17148/IARJSET.2021.8695Abhinand G. B., Agrawal A., Prashant S. H. A review of project life cycle management. International Advanced Research Journal in Science, Engineering and Technology. 2021;8(6):546–550. DOI: 10.17148/IARJSET.2021.8695Tabassum N., Nayak B. S. Gender stereotypes and their impact on women’s career progressions from a managerial perspective. IIM Kozhikode Society & Management Review. 2021;10(2):192–208. DOI: 10.1177/2277975220975513Tabassum N., Nayak B. S. Gender stereotypes and their impact on women’s career progressions from a managerial perspective. IIM Kozhikode Society & Management Review. 2021;10(2):192–208. DOI: 10.1177/2277975220975513Gardner J. W. On leadership. New York, NY: The Free Press; 1990. 220 p.Gardner J. W. On leadership. New York, NY: The Free Press; 1990. 220 p.Blake R. R., Mouton J. S. The managerial grid: Key orientations for achieving production through people. Houston, TX: Gulf Publishing Company; 1984. 340 p. URL: https://archive.org/details/managerialgridke00blakBlake R. R., Mouton J. S. The managerial grid: Key orientations for achieving production through people. Houston, TX: Gulf Publishing Company; 1984. 340 p. URL: https://archive.org/details/managerialgridke00blakBogardus E. S. A social distance scale. Sociology and Social Research. 1933;17:265–271.Bogardus E. S. A social distance scale. Sociology and Social Research. 1933;17:265–271.De Pree M. Leadership jazz: The art of conducting business through leadership, fellowship, teamwork, voice, touch. New York, NY: Dell Publishing Co, Inc; 1993. 228 p. URL: https://archive.org/details/leadershipjazz1993deprDe Pree M. Leadership jazz: The art of conducting business through leadership, fellowship, teamwork, voice, touch. New York, NY: Dell Publishing Co, Inc; 1993. 228 p. URL: https://archive.org/details/leadershipjazz1993deprSelart M. A leadership perspective on decision making. Oslo: Cappelen Academic Publishers; 2010. 210 p.Selart M. A leadership perspective on decision making. Oslo: Cappelen Academic Publishers; 2010. 210 p.Wright G. Strategic decision making: A best practice blueprint. Chichester: John Wiley & Sons, Ltd.; 2001. 160 p.Wright G. Strategic decision making: A best practice blueprint. Chichester: John Wiley & Sons, Ltd.; 2001. 160 p.Wright G., Goodwin P. Structuring the decision process: An evaluation of methods. In: Hodgkinson G. P., Starbuck W. H., eds. The Oxford handbook of organizational decision making. Oxford: Oxford University Press; 2008:534–551. DOI: 10.1093/oxfordhb/9780199290468.003.0028Wright G., Goodwin P. Structuring the decision process: An evaluation of methods. In: Hodgkinson G. P., Starbuck W. H., eds. The Oxford handbook of organizational decision making. Oxford: Oxford University Press; 2008:534–551. DOI: 10.1093/oxfordhb/9780199290468.003.0028Witte E. Field research on complex decision-making processes: The phase theorem. International Studies of Management and Organization. 1972;2(2):156–182. DOI: 10.1080/00208825.1972.11656117Witte E. Field research on complex decision-making processes: The phase theorem. International Studies of Management and Organization. 1972;2(2):156–182. DOI: 10.1080/00208825.1972.11656117Vidaillet B. When “decision outcomes” are not the outcomes of decisions. In: Hodgkinson G. P., Starbuck W. H., eds. The Oxford handbook of organizational decision making. Oxford: Oxford University Press; 2008:418–436. DOI: 10.1093/oxfordhb/9780199290468.003.0022Vidaillet B. When “decision outcomes” are not the outcomes of decisions. In: Hodgkinson G. P., Starbuck W. H., eds. The Oxford handbook of organizational decision making. Oxford: Oxford University Press; 2008:418–436. DOI: 10.1093/oxfordhb/9780199290468.003.0022Witra W. P.P., Subriadi A. P. Gender and information technology (IT) investment decision-making. Procedia Computer Science. 2022;197:583–590. DOI: 10.1016/j.procs.2021.12.176Witra W. P.P., Subriadi A. P. Gender and information technology (IT) investment decision-making. Procedia Computer Science. 2022;197:583–590. DOI: 10.1016/j.procs.2021.12.176Hukkinen J. I., Eronen J. T., Janasik N., et al. The policy operations room: Analyzing path-dependent decision-making in wicked socio-ecological disruptions. Safety Science. 2022;146 105567. DOI: 10.1016/j.ssci.2021.105567Hukkinen J. I., Eronen J. T., Janasik N., et al. The policy operations room: Analyzing path-dependent decision-making in wicked socio-ecological disruptions. Safety Science. 2022;146 105567. DOI: 10.1016/j.ssci.2021.105567Wang C., Medaglia R., Zheng L. Towards a typology of adaptive governance in the digital government context: The role of decision-making and accountability. Government Information Quarterly. 2018;35(2):306–322. DOI: 10.1016/j.giq.2017.08.003Wang C., Medaglia R., Zheng L. Towards a typology of adaptive governance in the digital government context: The role of decision-making and accountability. Government Information Quarterly. 2018;35(2):306–322. DOI: 10.1016/j.giq.2017.08.003Ogarca R. F. An investigation of decision-making styles in SMEs from South-West Oltenia Region (Romania). Procedia Economics and Finance. 2015;20:443–452. DOI: 10.1016/S2212–5671(15)00095–7Ogarca R. F. An investigation of decision-making styles in SMEs from South-West Oltenia Region (Romania). Procedia Economics and Finance. 2015;20:443–452. DOI: 10.1016/S2212–5671(15)00095–7Spencer A. J., Buhalis D., Moital M. A hierarchical model of technology adoption for small owner-managed travel firms: An organizational decision-making and leadership perspective. Tourism Management. 2012;33(5):1195–1208. DOI: 10.1016/j.tourman.2011.11.011Spencer A. J., Buhalis D., Moital M. A hierarchical model of technology adoption for small owner-managed travel firms: An organizational decision-making and leadership perspective. Tourism Management. 2012;33(5):1195–1208. DOI: 10.1016/j.tourman.2011.11.011Černe M., Batistič S., Kenda R. HR systems, attachment styles with leaders, and the creativity-innovation nexus. Human Resource Management Review. 2018;28(3):271–288. DOI: 10.1016/j.hrmr.2018.02.004Černe M., Batistič S., Kenda R. HR systems, attachment styles with leaders, and the creativity-innovation nexus. Human Resource Management Review. 2018;28(3):271–288. DOI: 10.1016/j.hrmr.2018.02.004Creţu D. Identification of leadership styles in the pre-university educational system. Case study. Procedia — Social and Behavioral Sciences. 2015;186:535–543. DOI: 10.1016/j.sbspro.2015.04.058Creţu D. Identification of leadership styles in the pre-university educational system. Case study. Procedia — Social and Behavioral Sciences. 2015;186:535–543. DOI: 10.1016/j.sbspro.2015.04.058Fries A., Kammerlander N., Leitterstorf M. Leadership styles and leadership behaviors in family firms: A systematic literature review. Journal of Family Business Strategy. 2021;12(1):100374. DOI: 10.1016/j.jfbs.2020.100374Fries A., Kammerlander N., Leitterstorf M. Leadership styles and leadership behaviors in family firms: A systematic literature review. Journal of Family Business Strategy. 2021;12(1):100374. DOI: 10.1016/j.jfbs.2020.100374Hambley L. A., O’Neill T.A., Kline T. J. B. Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Processes. 2007;103(1):1–20. DOI: 10.1016/j.obhdp.2006.09.004Hambley L. A., O’Neill T.A., Kline T. J. B. Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Processes. 2007;103(1):1–20. DOI: 10.1016/j.obhdp.2006.09.004Liu W., Lepak D. P., Takeuchi R., Sims H. P., Jr. Matching leadership styles with employment modes: Strategic human resource management perspective. Human Resource Management Review. 2003;13(1):127–152. DOI: 10.1016/S1053–4822(02)00102-XLiu W., Lepak D. P., Takeuchi R., Sims H. P., Jr. Matching leadership styles with employment modes: Strategic human resource management perspective. Human Resource Management Review. 2003;13(1):127–152. DOI: 10.1016/S1053–4822(02)00102-XTop S., Öge E., Atan Ö., Gümüş S. Investigation relational levels of intensity between paternalistic and servant leadership styles and national culture, organizational commitment and subordinate responses or reactions to the leaders style. Procedia — Social and Behavioral Sciences. 2015;181:12–22. DOI: 10.1016/j.sbspro.2015.04.861Top S., Öge E., Atan Ö., Gümüş S. Investigation relational levels of intensity between paternalistic and servant leadership styles and national culture, organizational commitment and subordinate responses or reactions to the leaders style. Procedia — Social and Behavioral Sciences. 2015;181:12–22. DOI: 10.1016/j.sbspro.2015.04.861Wang A., Tsai C., Dionne S. D., et al. Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership: Testing their relationships with subordinate performance. The Leadership Quarterly. 2018;29(6):686–697. DOI: 10.1016/j.leaqua.2018.06.002Wang A., Tsai C., Dionne S. D., et al. Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership: Testing their relationships with subordinate performance. The Leadership Quarterly. 2018;29(6):686–697. DOI: 10.1016/j.leaqua.2018.06.002Hristov D., Scott N., Minocha S. Distributed leadership typologies in destination management organisations. Tourism Management Perspectives. 2018;28:126–143. DOI: 10.1016/j.tmp.2018.08.003Hristov D., Scott N., Minocha S. Distributed leadership typologies in destination management organisations. Tourism Management Perspectives. 2018;28:126–143. DOI: 10.1016/j.tmp.2018.08.003Mishra P., Misra R. K. Entrepreneurial leadership and organizational effectiveness: A comparative study of executives and non-executives. Procedia Computer Science. 2017;122:71–78. DOI: 10.1016/j.procs.2017.11.343Mishra P., Misra R. K. Entrepreneurial leadership and organizational effectiveness: A comparative study of executives and non-executives. Procedia Computer Science. 2017;122:71–78. DOI: 10.1016/j.procs.2017.11.343Morais F., Kakabadse A., Kakabadse N. Leading through discontinuous change: A typology of problems and leadership approaches in UK boards. Long Range Planning. 2020;53(2):101870. DOI: 10.1016/j.lrp.2019.02.003Morais F., Kakabadse A., Kakabadse N. Leading through discontinuous change: A typology of problems and leadership approaches in UK boards. Long Range Planning. 2020;53(2):101870. DOI: 10.1016/j.lrp.2019.02.003Wu Y. L., Shao B., Newman A., Schwarz G. Crisis leadership: A review and future research agenda. The Leadership Quarterly. 2021;32(6):101518. DOI: 10.1016/j.leaqua.2021.101518Wu Y. L., Shao B., Newman A., Schwarz G. Crisis leadership: A review and future research agenda. The Leadership Quarterly. 2021;32(6):101518. DOI: 10.1016/j.leaqua.2021.101518Yukl G. A. Leadership in organizations. Upper Saddle River, NJ: Pearson Education, Inc.; 2012. 528 p. URL: https://nibmehub.com/opac-service/pdf/read/Leadership%20in%20Organizations%20by%20Gary%20Yukl.pdfYukl G. A. Leadership in organizations. Upper Saddle River, NJ: Pearson Education, Inc.; 2012. 528 p. URL: https://nibmehub.com/opac-service/pdf/read/Leadership%20in%20Organizations%20by%20Gary%20Yukl.pdfMcGregor D. Professional manager. New York, NY: McGraw-Hill Book Co.; 1967. 202 p. URL: https://archive.org/details/professionalmana00mcgr/page/n5/mode/2upMcGregor D. Professional manager. New York, NY: McGraw-Hill Book Co.; 1967. 202 p. URL: https://archive.org/details/professionalmana00mcgr/page/n5/mode/2upReddin W. J. Management effectiveness in the 1980s. Business Horizons. 1974;17(4):5–12. DOI: 10.1016/0007–6813(74)90086-XReddin W. J. Management effectiveness in the 1980s. Business Horizons. 1974;17(4):5–12. DOI: 10.1016/0007–6813(74)90086-XGoleman D., Boyatzis R., McKee A. Primal leadership: Learning to lead with emotional intelligence. Boston, MA: Harvard Business Press; 2004. 327 p. (Russ. ed.: Goleman D., Boyatzis R., McKee A. Emotsional’noe liderstvo. Iskusstvo upravleniya lyud’mi na osnove emotsional’nogo intellekta. Moscow: Alpina Publisher; 2011. 302 p.).Гоулман Д., Бояцис Р., МакКи Э. Эмоциональное лидерство. Искусство управления людьми на основе эмоционального интеллекта. Пер. с англ. М.: Альпина Паблишер; 2011. 302 с.Kovalev A. G. Psychology of personality. Moscow: Prosveshchenie; 1970. 391 p. (In Russ.).Ковалев А. Г. Психология личности. М.: Просвещение; 1970. 391 с.Volkov I. P. To the manager about the human factor: Social and psychological practical training. Leningrad: Lenizdat; 1989. 221 p. (In Russ.).Волков И. П. Руководителю о человеческом факторе: Социально-психологически практикум. Л.: Лениздат; 1989. 221 с.Kuznetsov A. V. “Participatory management” and its effectiveness. In: Ideological and psychological aspects of mass consciousness study. Moscow: Politizdat; 1989:178–202. (In Russ.).Кузнецов А. В. «Соучаствующее управление» и его эффективность. Идеологические и психологические аспекты исследования массового сознания. М.: Политиздат; 1989:178–202.Krichevsky R. L. If you are a manager: Elements of management psychology in everyday work. Moscow: Delo; 1993. 352 p. (In Russ.).Кричевский Р. Л. Если Вы руководитель: элементы психологии менеджмента в повседневной работе. М.: Дело; 1993. 352 с.Zhuravlev A. L. Social and psychological dynamics in changing economic conditions. Psikhologicheskii zhurnal = Psychological Journal. 1998;19(3):3–16. (In Russ.).Журавлев А. Л. Социально-психологическая динамика в изменяющихся экономических условиях. Психологический журнал. 1998;19(3):3–16.Maslov V. I. Strategic personnel management within effective organizational culture. Moscow: Finpress; 2004. 288 p. (In Russ.).Маслов В. И. Стратегическое управление персоналом в условиях эффективной организационной культуры. М.: Финпресс; 2004. 288 с.Маслов В. И. Стратегическое управление персоналом в условиях эффективной организационной культуры. М.: Финпресс; 2004. 288 с.

The authors declare that there are no conflicts of interest present.