Лидерское поведение руководителя, ориентированное на развитие подчиненных: различия на организационных уровнях
Training and development of employees in the organization — one of the key Human Resource Management. One of the powerful resources in today’s organizations is to train subordinate their immediate supervisor. Formation of such a management system focused not only on the implementation of short-term problems but also on staff development is a challenge for today’s organizations, which require special training of managers at all levels and the development of their leadership skills. The purpose of the study was an empirical study of leadership behavior of managers at different managerial levels. The sample totaled 897 executives from international companies for the production of consumer goods with traditional (pyramid) management structure, consisting of nine levels (their leadership behavior was rated by 5120 subordinates). As a result, we can conclude that in the organization at different administrative levels changed not only the quantitative nature of leadership activities but its structure. At higher managerial levels, this structure becomes more uniform. This study empirically confirms the theoretical point of R. Charan formulated in «Leadership Pipeline» concept: the presence of differences in managerial leadership behavior at different levels of the organizational hierarchy. Webring to this position a number of clarifications: 1) leadership actions that are fundamental to the lower levels of the organizational hierarchy (management support) lose their value to his subordinates at higher management levels, the role of the fair treatment and recognition, on the contrary, increased; 2) these proposals are valid for each of the management levels in the organization, but the difference between the levels themselves increases with moving by the organizational hierarchy. The practical implication can be applied in the formation, adoption, and evaluation of leadership development models and managers training. The results are also consistent with the basic provisions of Russian methodological management psychology and the action psychology.