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Currently object acmeologic studies were potential and inner resources of the individual. This is directly related to organizational leadership. Acmeological understanding of the essential characteristics of a personality different from the psychological. Potential of the individual is seen as a system of Occupational renewable resources (biological - psychological - social - spiritual), which not only improves performance, but also to the progressive development of the personality.
Resources (potential) is not replenished automatically and purposefully - the personality. This corresponds to the methodological principles of the "subject" and "development" in the Occupational. We believe acmeological line of research most promising organizational leadership. This conclusion confirms the hypothesis of our study.
Potentials: biological - psychological - social and spiritual are "internal" potentials and act as resources combined potential of the individual. The behavioral (external, ontological) level, we turn to the integral characteristics of the individual such as professional capacity, management capacity, creativity, innovation potential, leadership potential, etc. Interaction potentials, interpenetrate each other in content. Professional capacity is based on a personal basis. Consists of two relatively independent components: general preparedness activities (specialized, professional capacity) and prepared for execution management (management capacity).
Professional capacity is associated with creativity. Creativity is related to innovative capacity. Creative and innovative potentials in management (personnel management) directly lead us to the potential acmeological.
Style characteristics of professional conduct for managers and their correlation with the transforming effect can develop criteria for qualitative characteristics of organizational leadership: Leadership and unproductive productive leadership.
Leadership influence on subordinates head - not a mechanical obedience, and follow up. Adherence - it's always a reputation (the unity of word and deed), the authority of the head (the word authority, the authority of the case, the credibility of the person); credibility. Trust as a basic mechanism of leadership "starts" in the working group's leadership following two mechanisms: psychological (value) and the exchange of "idiosyncratic credit." Another question about the value of the individual manager-leader. It is important that personal potential is balanced by species potential (biological - psychological - social - spiritual) and the resources they contain.
At the heart of professional success is a high level of motivation (philosophical, ideological) to include experts in solving business problems. Plus - the mastery of the technological side of the specialty (actions, operations). This is important from the other side (and this must be emphasized) that the organization and self-organization of professional development is implemented in the logic of the whole person, not only in the logic of the growth of professional and psychological fitness. This approach raises the question not only of professional psychological training of managers.
In the lists of the most important qualities needed by a modern leader Toyota, are increasingly found the characteristics peculiar to leadership behaviors. This is primarily due to the fact the simple fact that leadership behaviors managers enables organizations to be effective in a situation of uncertainty and organizational change, as well as in transient situations, informal relations, where the leadership ability allowing managers to connecting function between the various structures of the organization. Leadership behavior of the head, thus, increases the efficiency of the organization, determines the success of organizational change, and defines the survival of the organization in a changing, unstable environment. Numerous studies show different set of leadership qualities a successful leader. Describe the characteristics significantly associated with psychological and socio-psychological phenomena such as the work with the band, an innovative orientation.
Terms of co-creation effect on leadership development manager of Toyota by the following features of the company:
• updating the dialogic behavior manager, which results in the initiation of the group discussion of the possible outcome and minimize guidance on tasks that must be performed.
• representation of variability of the job. judgment and a tendency to ensure that, in collaboration with employees to focus on the content of the joint activity.
• When you record the roles of individual preferences and the ability to role-sharing between the participants, depending on the situation.
• the organization of the decision to alter the rules of the presence of the possibility of group work, which is provided by the development of procedures for selecting methods of decision making and the fact that the band performs collective entity responsible for your decisions.
• in terms of attitudes to conflict situations mentioned resource-based approach to conflict.
• create an environment in which the process of communication in groups is flexible communication structure and ease of intra atmosphere.
Successful leader can be seen as a positive result of his professional managerial socialization. But to be effective, he has to simultaneously socialize as leader.
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