Biographies of managers

Try the literature selection service. You can always turn off the advertisement. The Authors Analyzed the Diagnostics Results of the Management Reservations Participants. The Study Identifies Certain Trends in the Connection of the Managerial Readiness Profile with Events Relatal Family of the Research Participants, AS Well AS with The Events Related to their School Life.

Moscow, Ave. Vernadsky, the purpose of this study is to identify the relationship between the facts of the biography of the leader and his managerial readiness. The authors analyzed the data obtained during the diagnostics of participants in managerial reserves. As a diagnostic tool, the biographical issues of the Methodology “Questionnaire of Management Potential”, a specially created methodology “Personality-professional biographical questionnaire”, as well as a number of other survey and projective techniques, were used.

Eight typical managerial profiles and eight typical groups of managers are described in terms of “nuclear components” of managerial readiness. Certain trends have been identified in the relationship of the profile of managerial readiness with events relating to the parental family of research participants, as well as with events relating to their school life.

The discovery of the relationship between the facts of the biography of leaders and the profile of their management readiness deepens scientific knowledge about the factors and predictors of the development of managerial potential of managers, and also makes it possible to improve the processes of selecting candidates for leading positions and supporting the personal-professional and career development of participants in the reserves of managerial personnel.

Keywords: psychobiographic method, biography, managerial readiness, managerial readiness profile of the International Biographical Data and Profile of Managerial Readines A. Lebededva, E. Seleneva, E. as a Diagnostic Tool the Authors Used Biographical Questions of the "Questionnaire of Managerial Potential" Methodology, Specially Create Personally-Professional Biographical Questionnaire "Methodology, as well as a number of OFTER QUESTIONSISIS and Projective Methods.

The Study Describes Eight Typical Profiles of Managerial Readines and Eight Typical Groups of Top Managers in Terms of the "Fundamental Components" of Managerial Readines. KeyWords: Psycho-Biographical Method, Biography, Managerial Readines, Managerial Readines Profile one of the most relevant and complex problems in the framework of psychological research and practice is the problem of increasing the efficiency of the state management and success of state management and successful activities employees, and primarily the leaders of the highest level.

It is the success of their activities that determines the quality of public administration, and therefore, the social welfare of man and society, the realization of human and citizen rights and freedoms, stable economic, political, social and cultural development of society. Starting from the middle of the x. The psychobiographic method, the purpose of which is the study, diagnosis, correction and design of a person’s life path, is based on the study of personality in the context of the history and prospects for the development of its individual being and relationships with significant others and is aimed at the reconstruction of life programs and scenarios for the development of the individual, the spatio-temporal organization of its business, family, spiritual life, natural and social environments.

Sources of empirical data in the psychobiographic method are autobiographical techniques of questionnaires, interviews, tests, autobiography spontaneous and provoked, evidence of eyewitnesses to survey of close people, the memoirs of contemporaries, studying the products of content analysis of diaries and letters, building curves of growing productivity and diagrams of life measurements.

As N. Konyukhov and M. Shakkum noted, the special role of the biography in personality studies is due to the following: - the biography includes the socio -demographic characteristics of the personality that reflect its deep essence; - in the biography, the main results of the personality’s activity, which are determining the criteria for its assessment, seem to crystallize; - By biography, one can judge the conditions in which the personality was formed, to identify how much the achieved level in the development of the personality depends on the conditions of its life, and how much on its internal efforts, aspirations [7].

The objectivity of the psychobiographic method is based on the analysis and interpretation of biographical data, which can be obtained both during a personal conversation and by studying documents and diagnostic results. All this makes it possible to apply this method in a wide range - from preliminary study when selecting candidates for a certain position in a particular organization to an in -depth study of this person, when, when interpreting biographical data, the researcher is based on psychoanalysis methods [1].Within the framework of the methodology of scientific and practical work of the faculty of assessment and development of managerial personnel of the VSSU RANEPAS, the psychobiographic approach is integrating in relation to the rest of the methodological approaches to anthropological, systemic, subjective, cultural, psychosocial, biofrominal, and increase the efficiency of the formation and development of personnel reserves based on the accounting of psychobiographic factors management success ”based on a comparison of individual profiles of managerial readiness of complexes of personal metacomponations that ensure the formation of managerial readiness [9; 10; 11; 13; 14] participants in the personnel reserve with a generalized profile of the “reference group” of leaders, i.e.

representatives of the first group have four metacompination: strategic leadership, perseverance and determination, large -scale thinking and readiness for development are developed above the indicators of the “reference group”. These are active, thinking leaders, who, as a rule, know how to see many options in achieving the goal, bending, can cooperate, build long -term strategies for achieving goals and achieve them in conditions of resistance for a long time.

They are involved in work, energetic, widely think and look far away. Often can have flexibility in managerial styles. They are able to build a system of social ties and interaction. Moreover, their main need for development is the further improvement of management competence, as well as the readiness and ability to work in a team. We designated this type of managers as large -scale leaders.

Representatives of the second group have strategic leadership, perseverance and determination higher, and the scale of thinking is lower than the indicators of the “reference group”. These are pronounced leaders who are focused only on their organization and on their own business. They know how to lead, energetic, responsible, persistent. They know how to start and continue the case, organize a new one, overcome resistance, implement significant long-term projects.

Often can be socially directed, although they can also concentrate exclusively on their own interests. In conflicts, a strategy for competition is more often used, in communication they dominate. Such leaders have great potential for development, and their main need is the development of the scale of thinking and exposure-analytical competence. We designated this type of managers as organizers.

Representatives of the third group have strategic leadership indicators higher, and perseverance and determination below the indicators of the “reference group”. In addition, they generally have less than that of the “reference group”, the scale of thinking, the expense and competence of self -government are expressed. These are active, energetic leaders, who, however, in a situation of resistance often implement an impulse in a different direction.

They can implement several projects at the same time, rather, they tend to start, launch projects. The scale and duration of managed projects are less than that of the second group. When the project is already launched and it is required to manage relative stability, they are bored and prefer to switch to a new business. In conflict situations, they often begin with a competition strategy, but as a result they can give in or switch to a new area.

They are guided by interest, focused on development, often have good organizational abilities. They can somewhat overestimate the significance and scale of their activities. Their main need is to develop the skills of managing oneself in a broad sense in order to realize their strategic plans and leadership ambitions, as well as the development of the scale of thinking and ex-spontaneity.

We designated this type of managers as sprinters. Representatives of the fourth group have indicators of strategic leadership lower than the “reference group”, but at the same time a high level of perseverance and determination. They are stubborn and stable and, due to this, can be a support for a higher leader. They value the opportunity to fulfill the tasks, showing themselves and realizing their professionalism in the process of performing the tasks.

More often focused on development - own and organizations. They may need externally specified framework that allow them to show their reliability and responsibility. Often for them, the approval of a higher leader as a certain “carte blanche” can also be important for them so that the representative of this group can show the best that is capable of. It can be somewhat monotonous in managerial and behavioral style.

Their main need is to develop the ability to best use internal and external resources through increasing management competence, readiness and ability to work in a team, and competence of self -government; Further increase in expertise. We designated this type of managers as realizers of other people's ideas.Representatives of the fifth group have indicators of strategic leadership and perseverance below the data of the “reference group” and at the same time a high level of scale of thinking and readiness for training.

Such leaders are focused on their own development and development of the organization and have developed large -scale thinking. Management tasks analyze through the prism of their large -scale thinking and solve them using extensive theoretical knowledge. The peculiarity of this group is that, having a desire for development, they constantly increase the theoretical base, methodically turning knowledge into skills.

They can know themselves well and be able to compensate for their weaknesses. The main consumption is, first of all, the development of self-government skills, including maintaining our own energy state, the formation of the ability to overcome obstacles, etc. We have designated this type of leaders as developing intellectuals. Representatives of the sixth group have indicators of strategic leadership, perseverance and readiness for training below, and the level of scale of thinking is higher than that of the “reference group”.

Such leaders differ from the representatives of the group “Developing Intellectuals” by some static, possibly a lower level of ambitions in relation to themselves and the results. They are distinguished by developed extensive theoretical and large -scale thinking, they can be able to effectively organize processes, but do not have a pronounced internal movement forward, but rather focused on the fulfillment of the tasks.

They may experience some difficulties in communication, characterized by a large distance in organizational relations. Their main need for development is the increase in the competence of the interaction and competence of self-government in terms of emotional intelligence, stress management; Building expert competence. We designated this type of leaders as superinTeletewall. Representatives of the seventh group have indicators of strategic leadership, perseverance and scale of thinking lower, and the level of readiness for training is higher than that of the “reference group”.

They are aimed at developing, moving forward, can be high -level experts in their business. They can be aimed at developing their professionalism and expertise more than the development of leadership qualities. As well as representatives of the Superinellectual group, they may experience some difficulties in communication, can also have lower management motivation. The main need for such leaders is to build up the ability to best use internal and external resources through increasing management competence, readiness and ability to work in a team, and competence of self -government; Increasing the scale of thinking.

We designated this type of managers as oriented to development. In representatives of the eighth group, all components of managerial readiness below the indicators of the “reference group”. They can be good leaders and organizers, implement significant projects, but the internal boundaries that they set for themselves are narrower than those of the groups of “large -scale leaders”.

Such leaders are often focused on “first person” and need his support and approval, while they can be quite autonomous and independent, showing perseverance in the field of their powers and competence. Their main need is the development of general management potential and, first of all, management competence and competence of interaction; increasing the scale of thinking and expertise.

We designated this type of managers as managers. This article describes the results of the pilot stage of the study. As diagnostic tools, during an empirical study of the relationship of biography facts with the profile of managerial readiness, methods developed in the research laboratory “Diagnostics and Evaluation of leaders” under the leadership of the doctor of psychological sciences, professor Yu.

The basis of the diagnostic battery was the biographical issues of the methodology “Questionnaire of the Management Potential” of the OPU, as well as a specially created methodology “Personality and Professional Biographical Profile”. In addition, as can be seen from the table, this sample is mainly formed by representatives of the groups “oriented to development”, “managers” and “implementers of other people's ideas”.

The number of other groups is quite small, and the results of the analysis in these groups can be taken into account only taking into account the further research prospects. Since the volume of the article does not allow to present the results of a study of the relationship between the facts of the biography and the profile of managerial readiness of the full-quality of diagnostic tools in the study used a number of other questionnaires, as well as projective techniques that allow you to identify deep, often not recognized by the leader, life sources and causes of both his career successes and problems.The sample was compiled by participants in the highest reserve of managerial personnel in the city An analysis of the profiles of the managerial readiness of the respondents showed that in this sample there are representatives of all typical groups of table.

We will analyze in sufficient detail how the profile of managerial readiness is interconnected with the events regarding the parental family of the study participants. The following questions were used in the analysis of these events: “Where did you live most of your childhood?