An informal leader: a rival or ally?

Very often people confuse leadership and leadership. The leadership is connected with a formal powerposition, and personal qualities play here is not the main role. The leader is a step on the career ladder, no more. But the leader is able to influence the people regardless of career status. It turns out that virtually every leader in the future is able to become an effective leader, but not every established leader is a leader.

Of course, ideally the leader should combineself-management and leadership qualities. But in practice, alas, this is not so. If the leader lacks leadership skills or if the company's strict rules do not allow him to democratize relations with the team (which is important for the leader), the scene goes on informal leader.

An informal leader does not officially occupy a leading position, but at the same time has special position in the team thanks to their personal qualities, lifeexperience and a certain pattern of behavior. Most often, the emergence of informal leadership in the team is spontaneous and symbolizes the community of employees. Usually an informal leader is able to influence the collective - sometimes even more effectively than a formal leader.

Distinguished two main types of informal leaders - constructive ("positive") anddestructive ("negative"). The constructive informal leader positively influences the work of the collective and the company as a whole, while the destructive one - sabotages the decisions of the boss, undermines his authority among employees

Realizing that there is an informal leader in the team, managers often admit two diametrically opposite errors: they either ignore the informal leader, orimmediately dismissed to eliminate the competitor. It is not right. If you let things slide, sooner or later you can lose the remnants of authority in the eyes of employees. And dismissal of the informal leader can make you lose all credibility at once, besides, the destructive leader can take away some of his most devoted colleagues.

Therefore, your task - make the informal leader your ally, and if it is not possible - try to limit its influence and "cut" it from the team, but so that it looks natural.

Constructive leader It can become an excellent assistant in the leadershipcollective. He initiates the exchange of information among employees, helps newcomers to adapt and get on the course. Creation of the notorious corporate culture is in many respects its merit. Such a person is a valuable find for the head and the whole company.

Providing the constructive leader with comfortableconditions for work and motivating him, you can make him your "right" hand, the person who will popularize your ideas in the team. Usually constructive leaders are charismatic people, for whom it is very important public recognition of merit. The praise and gratitude of the authorities is the best motivation for them.

Not all constructive leaders dream of a careergrowth: some informal leaders are not thrilled at the thought of responsibility, which is an indispensable bonus to the leadership position. So think before you offer an informal leader an increase. But most constructive leaders are the best personnel reserve, which you can imagine.

And what if the informal leader in the team - destructive? There are several options for action, andThe dismissal, compromising in the eyes of the collective and undermining the reputation of such an employee are not the best ways, they should be reserved for an emergency. Let the destructor "get out of the shadows": listen to his ideas, bring them closer to the leadership, assign them to a leadership position. Having looked at the company's work through the eyes of the manager, he can reconsider his behavior. If this does not work, load it with work so that it is not up to the opposition activity.

By the way, an informal leader in a team isusually the quintessence of those qualities that the official leader lacks. Therefore, your task is not only to "draw" the informal leader to your side, but also to look at yourself. You may need to review their behavior and leadership style. At the same time, one should not copy the behavior of an informal leader and build a "shirt-guy" out of himself - it looks ridiculous and further distances you from the collective.

An informal leader in the team can become for you an indispensable assistant, if you can properly motivate him and direct his energy in the right direction so that it benefits the company.