Who is a good boss?

The topic of «bosses» goes far beyond our relationships at work. It affects such important aspects of a person’s personality as relationships with parents and authorities, the need for love. And for this reason alone, it is simply impossible to draw up a portrait of an ideal leader.

With the same leader, someone works well, but someone does not. For some, a tough leadership style is absolutely necessary, while others are fully capable of revealing their talents only in an atmosphere of maximum freedom and comfort, and any pressure becomes a source of severe stress and disappointment for them. Some need to constantly be in contact with the leader, others prefer to keep their distance …

However, you can try to highlight those features that distinguish a good boss from the point of view of modern psychology.

He knows his strengths and weaknesses

Many leaders, even high-level ones, are in their posts rather by coincidence. At some point, they expressed their willingness to take on more responsibility or were promoted for their accomplishments. And all this, of course, does them credit, but does not say anything about their ability to manage people.

Meanwhile, the leader needs very special knowledge and skills. “Leading a team means moving from “I” to “we” and parting with part of your ego, says coach and psychotherapist Celine Ricose. “In a sense, this is contrary to human nature, which requires us to put our own interests first. Therefore, work on oneself is necessary: ​​in order to deal with other people’s problems, one must first solve one’s own.

The manager must be able to organize the workflow, cope with unforeseen complications, make decisions quickly, hire the right employees, and if necessary, move them to new positions. All this creates tension, which can be dealt with only by knowing your strengths and weaknesses.

“What irritates and angers me in people? What is my relationship with those in power? What am I afraid of? — a good leader cannot but ask himself these questions, otherwise he will project his doubts, fears and anxieties onto others.

To become a successful boss, you have to discover your natural talents (self-discipline, the ability to delegate responsibility), and then master the rest of the skills (for example, the ability to communicate, inspire a team, resolve conflicts) along the way.

He is friendly and brings colleagues together

It used to be that a good boss should not become attached to employees. But today this view is recognized as erroneous.

“There is nothing worse than cold leadership,” says Philippe Rode, physician and founder of Welfare and Enterprise in France. — The boss should be interested in each of his employees, show that he is attached to them. Allowing himself these emotions, he does not undermine, but asserts his leadership and opens up the possibility for the exchange of energy in the team.

By listening to other people and emphasizing their importance, the leader gives meaning to the work of subordinates. However, positive feedback is still far less common than criticism. Partly because bosses fear their softness could be interpreted as a sign of weakness.

But nothing prevents the boss from being benevolent and demanding at the same time, Philip Rode is convinced. Tight management is effective in the short term: employees are afraid of their bosses and work harder. But in the long run, this strategy does not justify itself. The team loses creativity, and constant stress can cause health problems.

Speaking about the peculiarities of working relations in our country, coach and business coach Igor Klyuev emphasizes our ability to adapt.

“If there is a war, we line up in ranks and unquestioningly listen to the leadership, seeing this as a condition for survival. But if the world is, we are waiting for care, the opportunity to relax and think about ourselves.” When top management gives the signal, «We’re at war,» employees are sympathetic to the tough style. “But in a non-critical situation, we want interesting challenges and opportunities to develop. And that requires a supportive leader.”

He trusts and inspires confidence

As far back as 1970, the philosopher and educator Robert Greenleaf formulated the concept of the «servant leader», according to which the leader serves the needs of others — and above all subordinates. Today, Greenleaf’s ideas are becoming more and more popular.

Following the concept of «leader-servant», the leader must be able to surround himself with people of various views, including those who are able to challenge him. The combination of their talents creates a team whose effectiveness far exceeds the sum of the capabilities of each of its members.

But this is possible only in a situation where the manager trusts the employees, gives them a chance to grow and express themselves. Equally important is the ability to gain trust. Complaints that a manager does not keep his word, does not know how to defend his ideas and employees, are among the most frequent topics of conversation in large companies. Especially in those who strive to keep up with the times and do not skimp on staff training.

“Employees of companies constantly ask business coaches: do you conduct trainings for our bosses? — says Igor Klyuev. “Today, workers learn quickly and no longer forgive the discrepancy between words and deeds. If the top manager continues to lead the old fashioned way, talented and self-confident employees quickly leave the company.

He has courage and protects the team

No matter how important trust and gentleness are, a leader cannot do without real courage. “Being courageous for a boss means thinking about your own emotions in the face of tense situations, realizing that his words and actions have a direct impact on other people,” says Celine Ricose.

Obvious courage requires, for example, the ability to defend your team or defend your ideas in front of higher leaders. Courage is also needed in order to communicate bad news to a subordinate — say, that the results of work are unsatisfactory and it is worth preparing for dismissal.

However, Igor Klyuev believes that a combination of softness and toughness is possible in resolving any issues: “When a leader explains the “rules of the game” — what he expects from employees, what goals the team has, everyone understands how to act. The one who breaks the rules is first warned, and if it does not work, they are justly punished. Colleagues will not only understand and support this, but will also be upset if there is no fair punishment for violators.”

Since the issues of saving and improving efficiency are now especially acute, the leader sometimes has to announce decisions that are contrary to his values.

“Being courageous also means being able to express disagreement,” reminds Celine Ricose. — This does not always lead to the desired results, but often allows you to find room for maneuver. The main thing is to have a clear idea of ​​what is useful for the team. This allows you to insist on your own, negotiate and achieve success.