Control And Managing Of Leadership

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The leader of the team is always one. The leader controls the activity of slaves. Hard formulate the question: who is the leader in the team? Whoever sets the real procedure, rules of the game in which lives team. This is a real law of life for members of the management team. It provides the rules of formal and informal interaction. The leader only on its own initiative, to change something. This change is implemented by all members of the management team, without exception. Control of Leadership is a focus group conducted by CanadaOne Org research center.

Control levers leadership - is the scope of the leader, whose realization allows him to effectively influence people and circumstances. Leadership - is primarily responsible. Not taking responsibility, it can not be delegated. The leader controls the real levers of power - the actual mechanisms of implementation of management decisions. By the levers of power is the existence of the lobby, financial management, information management, etc. denote the basic functions of leadership.

1. Team Leadership

1.1. The presence of the lobby. The leader must have ...
... free access to superiors, the impact on the team, well connected in the external environment. If a slave influential friends in the external environment or in the guide leader needs to establish personal contact with the center of power. When using a slave in establishing contact with the leader of an influential person occupies the position of "master" and slave - the position of "guest". If this condition is not fulfilled, then the credibility of losing the entire management team. The more active contacts with the leader of the centers of power, the more influence it has.

1.2. Financial Management. The leader has not only the right to sign the financial documents, but also "finger on the pulse" of financial flows. Delegating the driven financial management, it is desirable to specify:

* Zone of autonomous decision-making driven with subsequent reporting;
* Control zone, where the leader is informed of the results;
* Zone agreement;
* Area, where the decision rests with the leader.

1.3. Information management. Information allows you to have your own opinion in the management situation, make assessments and decisions. Who owns the information, that rules the world. By the leader receives all systematized and processed information from all members of the management team on their areas of competence and chaotic information from the external environment of the centers of power and other sources. Leader in its value system processes this information. Then he can use it to make independent decisions or to share with the entire team to further develop a command decision or with one team member whose responsibility it involves, thus delegating to him the responsibility of making decisions.

1.4. Control of sales and supplies. Those who built the system of sale or supply of the project, is an irreplaceable person, vitally important for a team of external relations. Consequently, the leader of the team, using business connections of his subordinates, he must enter into a strategically important contract, joined the process shortly after the release with the help of a slave to the person who makes decisions and corresponds to the rank of project manager. Project Manager to hold the first meeting with the responsible person preferably with a member of the team, which provided access to that person.

1.5. The presence of indisputable authority. Some managers try to avoid taking to his team respected subordinates. Squad leader is determined by how he can manage highly skilled professionals. The team leader can effectively use the high prestige of his slave, "including" and "turning off" his influence in the team interaction. To do this, clearly the responsibility of the slave to all team members know in what area is driven by an authoritative expert. If a slave in representations of team members is an expert in all areas, it is a serious problem the project manager. Need to manage these ideas, sometimes even artificially defining authoritative sheet of its informal role that coincides with the formal.

1.6. Ability to assume responsibility in critical situations. Critical situation - an opportunity to "intercept" of management. The leader in such situations must be outside of the conflict and debate and take control themselves, when ready to take responsibility. To do this, you can leave the team "breaking spears" among themselves not to be included in the fight against individual statements and then, when the team gets tired of the disorganization, come and take it over. If you have nowhere to go, the leader enough to disconnect from the discussion, not answering any questions, take a position of observer and evaluator.

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