Improving the choice of leadership styles in the situational management

The article considers the situational variables of the choice of control stitches by the method of F. E. Fiedler. Having processed electronic questionnaires of 28 heads of structural subdivisions of a commercial organization, the level of LPC was assessed, as well as 28 management situations concerning group interaction, structured and unstructured tasks, observance of official powers by the head were analyzed. Since the organization of the scientific observation, some managers have been grouped into the first group with good relations "supervisor-subordinate", structured tasks and sufficient official authority of 6 people, which is 21.4% of the total number of respondents.The second group with good relations "manager-subordinate", structured tasks and insufficient official powers includes 2 people (7.1%). The third group with good relations "manager-subordinate", unstructured tasks, but sufficient official powers includes 5 people, 17.9% of the total number of respondents.The fourth group with good relations "supervisor-subordinate", structured tasks, but insufficient official powers included 8 people, which is 28.6% of the total number of respondents. Because managers believed that they had strong sufficient authority, and the division of these groups was carried out on those who have a bad relationship "manager-subordinate" included model tests in groups of management situations: the fifth – and this is 4 people (14.3%) ); sixth – 2 people (7.1%), seventh: 1 person (3.6%). Managers who received low LPC scores (1-3 points) are motivated by the task, strictly evaluate their subordinates and often use strict control. However, if the tasks are performed, the goals are achieved, the leader, motivated by the task, is satisfied with the details and observation of everyday events. Managers who received high LPC scores (7-8 points) are motivated relationships, focusing on social interaction. Managers who have average scores (4-6 points), depending on how close their score is to the high or lower end of the scale, can be both task-oriented and relationship-oriented leaders. According to the results of the survey of 28 managers of structural subdivisions of organization, the indicators of the least favorable employee were determined, the “manager-subordinate” relationship was established, the structure or unstructured task, the sufficiency of official powers were determined. The hypotheses of the research are established: with the growth of the leader's orientation to the task the group interaction of subordinates will grow, the efficiency of activity will increase and vice versa. If hypothesis H0 – the correlation between qualitative features is not significant, the hypothesis is rejected; competing hypothesis H1 – the correlation between qualitative features is significant, the hypothesis is accepted. To confirm the hypotheses, Spearman's rank correlation coefficients were calculated (rR=0.99; TkpTkp, 0.9>0.62) and hypothesis H1 was accepted that the rank correlation relationship according to the estimates of the two tests is significant. There is a significant correlation between the analyzed features. A relationship-oriented leader is effective when situational factors are combined and are conducive to a leader who has moderate control over the situation. If situational factors create a situation that is very favorable or very unfavorable for the manager, task-oriented managers are expected to be more effective. A manager who has adopted a certain management style must respond to a management situation in which this style would be more effective. Depending on the situational variables of the management situation, recommendations for the use of management styles are formed