Power. Management. Leadership

This was the title of the training by Frank Pucelik, the President of Pucelik Consulting Group, conducted on the 19-20th of April 2008 in Kiev business-center “Cubic”. About 70 people, mostly top-managers of different levels, dedicated the last weekend of April to learning effective leadership and team management and finding out more about what power is and what forms of power exist.

Before getting down to the main topic, the trainer described the difference between closed (controlled by one structure, which defines the rules of the game) and open (competitive) markets. For example, in the closed marked information is controlled totally, decisions are often made basing on personal preference of the head of the organization, managers do not always fulfill their promises, corruption and deterrence flourish. The connection between the product or service cost expenses and retail price cannot be traced. In the open market, on the contrary, information flows freely and each employee feels personal affiliation to the company. On the opinion of Mr. Pucelik, today the Ukraine is on the way of transition from closed market to the open one, so management rules of the USSR should be changed to rules successfully used in mature economies. Tasks of company heads are different in two systems as well as markets overall. Main functions of a manager in closed market were development of professional skills and abilities of subordinates and receiving the final result. But these functions are not enough in the open market. In competitive system manager should pay attention not only to what his subordinates do, but also to how they do their job. That is why the functions of a leader in the competitive market are creating comfortable psychological environment in the company, motivating employees, developing and implementing professional procedures, monitoring the level of professional behavior in the company and control over standards observation.

Besides these questions, Frank explained in detail the notion of situational leadership, the meaning and usage of positive and negative power, the influence of destructive beliefs of employees, growth ladder etc. The seminar did no go without testing participants, which has already become a usual procedure of Frank Pucelik’s trainings. This time the test was aimed at defining leadership styles. Frank talked about advantages and weaknesses of each participant.

Magazine “Upravlenie Personalom”-Ukraine, #5 (176), 2008