Лидерство и управление командой = Leadership and Team Management

УДК 316.46+005 
ББК 65.291.6 
Л55 
Авторы: 
А.Д. Ишков, Н.Г. Милорадова, Н.В. Абрамова, Т.Н. Магера, Е.В. Максимова, Е.В. Романова 
 
Рецензенты: 
доктор юридических наук, профессор Х.Т. Носиров, 
заведующий кафедрой гражданского права Российско-Таджикского (Cлавянского) университета;  
доктор философских наук С.Д. Мезенцев, профессор кафедры истории и философии НИУ МГСУ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Л55   
Лидерство и управление командой / Leadership and Team Management  
[Электронный ресурс] : [учебное пособие для обучающихся по направлению подготовки 
08.04.01 Строительство] / [А.Д. Ишков, Н.Г. Милорадова, Н.В. Абрамова и др.] ;  
Министерство науки и высшего образования Российской Федерации, Национальный 
исследовательский Московский государственный строительный университет, кафедра 
социальных, психологических и правовых коммуникаций. — Электрон. дан. и прогр. 
(0,5 Мб). — Москва : Издательство МИСИ – МГСУ, 2023. — URL: http://lib.mgsu.ru. — 
Загл. с титул. экрана.  
ISBN 978-5-7264-3227-4 (сетевое) 
ISBN 978-5-7264-3228-1 (локальное) 
 
Учебное пособие содержит материалы по курсу «Лидерство и управление командой». Они 
направлены на освоение психологического, социологического и юридического инструментария 
как основы управленческой компетентности в мультикультурной организационной среде. 
Для обучающихся по направлению подготовки 08.04.01 Строительство. 
 
 
Учебное электронное издание 
 
 
© ФГБОУ ВО «НИУ МГСУ», 2023 
 
 
 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Редактор, корректор А.С. Орлова 
Компьютерная правка и верстка О.В. Суховой 
Дизайн первого титульного экрана Д.Л. Разумного 
 
Для создания электронного издания использовано: 
Microsoft Word 2010, ПО Adobe Acrobat 
 
 
Подписано к использованию 07.05.2023. Объем данных 0,5 Мб. 
 
 
Федеральное государственное бюджетное 
образовательное учреждение высшего образования 
«Национальный исследовательский 
Московский государственный строительный университет». 
129337, Москва, Ярославское ш., 26. 
 
Издательство МИСИ – МГСУ. 
Тел. (495) 287-49-14, вн. 14-23, (499) 183-91-90, (499) 183-97-95. 
E-mail: ric@mgsu.ru, rio@mgsu.ru  
 
 

Contents 
INTRODUCTION ............................................................................................................................................. 5 
1. LEADERS AND HOW THEY ARE REVEALED IN PROFESSIONAL LIFE ......................................... 6
1.1. Management and leadership .................................................................................................................. 6 
1.2. Types of informal leaders ...................................................................................................................... 8 
1.3. Leadership and organisational development ....................................................................................... 10 
1.4. Organisational support for leadership ................................................................................................. 10 
1.5. Career path and leadership .................................................................................................................. 11 
1.6. The individual leader’s path ................................................................................................................ 12 
2. MANAGER’S PROFESSIONAL SOFT SKILLS ...................................................................................... 13
2.1. Developing the manager’s professional skills ..................................................................................... 13 
2.2. Manager’s soft skills is a priority for the XXI century........................................................................ 14 
2.3. Power as a social and psychological phenomenon .............................................................................. 16 
2.4. Psychological dominance and subordination ...................................................................................... 18 
3. SPEECH AND EMOTIONAL INFLUENCE ............................................................................................. 20
3.1. Classical rhetoric ................................................................................................................................. 20 
3.2. Agonal rhetoric .................................................................................................................................... 22 
3.3. Types of speech and emotion influence .............................................................................................. 24 
3.4. Influencing strategies and tactics ........................................................................................................ 25 
4. EMOTIONAL COMPETENCE-BASED SELF-DEVELOPMENT TECHNOLOGY .............................. 28
4.1. Emotional competence of a leader ...................................................................................................... 28 
4.2. The active listening technique as a tool for an emotionally competent leader .................................... 31 
4.3. Self-esteem in the context of self-development .................................................................................. 33 
5. ORGANISING A CROSS-CULTURAL SPACE ....................................................................................... 36
5.1. Multicultural organisations in the present-day context ....................................................................... 36 
5.2. Manifestation of cultural and subcultural diversity in an organisation ............................................... 37 
5.3. Subcultures in professional groups ...................................................................................................... 37 
5.4. Features of leadership in a multicultural environment ........................................................................ 41 
5.5. Cultural dimension theory ................................................................................................................... 42 
6. TEAM BUILDING AND DEVELOPMENT ............................................................................................. 45
6.1. Team-building method ........................................................................................................................ 45 
6.2. Team characteristic .............................................................................................................................. 46 
6.3. Team development .............................................................................................................................. 47 
6.4. Organisation and management of remote teams ................................................................................. 49 
6.5. Work activity’s motivators .................................................................................................................. 52 
7. LEGAL AND SOCIAL SUPPORT FOR MULTICULTURAL WORKERS ............................................ 57
7.1. Social integration of employees from other cultures ........................................................................... 57 
7.2. Legal framework for preventing terrorism: international and Russian legislation ................................. 60 
References........................................................................................................................................................ 64 

 
INTRODUCTION  
The aim of this training course is to provide a psychological, sociological and legal toolkit for 
managerial competence in a multicultural organisational environment. 
Such phenomena as leadership, teamwork and management are familiar to everyone. Scientists 
of different fields: philosophers, psychologists, sociologists, lawyers and many others, study these 
phenomena, look for regularities of their emergence and development. Practitioners in the fields of 
politics, education and governance are incorporating the findings of scholars and their accumulated 
experience into their work.  
It would seem that everything is already known about the phenomena of leadership, command 
and management. However, this is not the case. The world is changing rapidly and makes adjustments 
to the requirements of any human activity. Leaders are the first to embrace innovations. They will 
implement these innovations in their managerial activities. 
The global community has developed and proposed the inclusion of a number of universal 
competences in the learning process of the younger generation. Mastering these competences will 
help you to integrate into the complexly organised modern world. 
The course “Leadership and Team Management” focuses on the formation of four competences 
(Tabl. 1). Ten indicators as indicators of mastering the respective competence are the basis for the 
development of this training textbook. 
 
Table 1 
Universal competences in the course 
 
Competences 
Indicators 
UC-3. Is able to organise and lead a team, 
developing a team strategy to achieve the goal. 
UC-3.1. Develop team objectives and work plan in line 
with project objectives, define work strategy, monitor their 
implementation. 
UC-3.2. Formation of team composition, definition of 
functional and role criteria for the selection of participants. 
UC-3.3. Developing rules for teamwork and ways to motivate 
team members. 
UC-3.4. Choosing the way and style of leading a team 
at different stages of its development. 
UC-4. Is able to use modern communication 
technologies, including in foreign language(s), 
for academic and professional interaction. 
UC-4.3. Choosing psychological ways of influencing and 
resisting influence in academic and professional interactions. 
UC-5. Is able to analyse and take into account 
the diversity of cultures in intercultural interaction. 
UC-5.1. Identification of possible intercultural tensions 
in professional interaction. 
UC-5.2. Choosing how to behave in a multicultural team 
in a conflict situation, taking into account the requirements 
of counter-terrorism legislation. 
UC-6. Is able to identify and implement priorities 
for his / her own work and how to improve it on 
the basis of self-assessment. 
UC-6.1. Using self-improvement techniques to develop 
leadership skills. 
UC-6.2. Choosing your own professional priorities. 
UC-6.3. Building a career trajectory in line with self-assessment
and labour market requirements. 
 
 
 

1. LEADERS AND HOW THEY ARE REVEALED IN PROFESSIONAL LIFE 
As a result of studying this material, you will learn:  
– role and place of the leader in the organisation; 
– types of informal leaders in the organisation; 
– how leadership helps an organisation thrive in an unstable environment; 
– how an organisational leadership culture is created and maintained; 
– what stages internal leadership goes through; 
– what different career paths lead to leadership. 
Keywords: leader, manager, informal leader, career. 
1.1. Management and leadership 
Modern construction is the coordinated work of a large number of people. A construction site 
needs specialists with various qualifications. These include manual workers, specialists working 
with construction equipment and machinery, foremen, managers and architects. Therefore, in modern 
construction education there are different levels of vocational training and different specialisations. 
Building Information Modeling (BIM) has emerged as a result of the spread of information and 
digital technology in construction. It implies modelling of all information about a building project, 
i.e. geometric shapes, costs, processes and changes related to the project functioning at all stages of 
its life cycle. The creation of information models involves teams of highly qualified professionals. 
They must have a good understanding of building and digital technology, and be able to work together. 
The government allocates a large budget and several years of training to teach such specialists.  
A master’s degree expands your career opportunities and makes management positions of different 
levels available to you.  
Everyone has their own career path. You can move quickly up the career leader in one organisation, 
or you can move from one organisation to another. Also, you can change positions and responsibilities, 
or you can stay in the same position and gain professional experience. Most students dream of working 
their way up to the top. The highest position may be called differently in different companies, e.g. 
director, general director, rector. For middle managers, the term “manager” is more commonly used. 
Top executives are called “top managers”. The key figure in an organisation is often called a “leader”. 
Do you know why? Why only some managers can be called leaders? What is the difference and 
where is the border between a manager and a leader? And why is this course called “Leadership and 
Team Management” and not “Management and Team Management?”  
The word “manager” usually refers to someone who is involved in managing processes and 
personnel at a particular level of an organisation. Managers are to get things done, to ensure that 
their unit runs efficiently. The manager is a part of the organisational structure. 
The word “leader” is used to refer to a wide range of relationships. It is anyone whose opinion 
is listened to, whose ideas and suggestions are supported. It may be a boy who is obeyed by other 
children. It may be a politician or a preacher who calls people to action. So the concept of a leader 
is broader than that of a manager. A leader is a part and parcel of social relations. 
What is the place of a manager and a leader in the structure of an organisation? 
Every organisation exists on two planes: formal and informal. Each plane entails a specific type 
of people’s relationships: formal and informal. Relationships of the first type are formal and functional; 
those of the second type are psychological and emotional. A manager is a representative of the system 
of formal relations. A leader is a phenomenon of the system of informal relationships. This is the main 
difference between the manager and the leader. 

Management is the process of deciding what to do, and then realising it through the effective 
use of resources. Resources can comprise people, finance, work systems and technology. Managers 
allocate these resources to planned activities and ensure that these activities are carried out as 
planned. This is how they achieve predetermined objectives and get outcomes. 
Leading means inspiring, influencing and guiding. It includes developing and communicating 
a vision for the future, motivating people and attracting attention on a permanent basis. 
In organisational psychology and sociology there has long been a debate about the relationship 
between the concepts of management and leadership. Some researchers consider them synonymous, 
others regard management as a subset of leadership, while others praise leadership and demonise 
management.  
A manager and a leader in an organisation can easily be distinguished by formal attributes. 
A manager is a position. The functions of the manager are clearly defined and enshrined in specific 
documents. He or she is given appropriate powers of authority and has the right to apply sanctions 
(both positive and negative). A leader is a role. A person is not by all means hired as a leader. They 
perform such a role willingly and according to their capabilities. They realise their own potential of 
power, can resort to sanctions, though they are informal in nature. 
The manager is appointed by superiors. The manager may be an “outsider”, coming from another 
organisation. The leader is promoted from amongst the people around him, equal or close in status. 
He or she is considered to be “one of us”. 
Managers manage not only people but also their other resources — finances, equipment, 
knowledge, information, time and also they organise themselves. They are given authority over those 
who work in their unit and are accountable to management for achieving goals. A leader manages 
only himself or herself and their followers. He or she has no formal authority and no responsibility 
to management. 
A manager is often given a position irrespective of their subordinates’ wishes. The manager 
does not need the respect of subordinates to achieve the objectives set. Managers themselves need 
to be subordinated. But you cannot become a leader if those around you do not perceive you as one. 
A person becomes a leader when one gets followers. 
As we can see, a manager and a leader are very different. So why is there a question about the 
distinction between management and leadership in an organisation? 
Management and leadership have a lot in common as regards organisations.  
Firstly, a manager and a leader are a means of coordinating, organising and managing people in 
an organisation.  
Secondly, managers and leaders implement processes of social influence. They communicate 
the leadership ideology and the culture of the organisation to others inside it. The manager does this 
through formal channels and the leader does this through informal channels. 
Thirdly, management and leadership are built on the subordination of relationships. In management 
it is quite clear and enshrined in job descriptions. In leadership, the subordination is less pronounced 
and occurs on a voluntary basis. 
Therefore, a leader can be appointed to the position of manager and a manager can become a 
leader in order to increase the impact. But if the manager is not the leader for his team, an informal 
leader occurs within the team. The informal leader often appears when the manager is weak or rigid. 
Not always his goals coincide with those of the manager. In this case the informal leader becomes 
the anti-leader. 
 
 

1.2. Types of informal leaders 
There is always one manager in a team. However, a team needs several leaders and rank-and-file 
employees can show leader skills, too. But how? 
Let’s go back to the fact that leadership is a phenomenon of informal relationships. These  
relationships can be of different types.  
The first type of relationship is predominantly business and related to the task at hand. These 
are the so-called business informal relationships. They are not determined by the position, but by 
the personal characteristics of the employees. For example, one person proposes a new way of solving 
a problem, while the other criticises the proposal. One finds and brings in additional resources, 
while the other checks the quality of the work done and points out mistakes.  
These relationships between employees cannot be called formal. They are not related to job 
responsibilities, so they are informal. However, they arise due to the specificity of the tasks to be 
performed and are defined by the business approach. 
The other type of informal relations is predominantly emotional. It is related not to the work 
process but to various forms of interpersonal communication between team members. Work colleagues 
sometimes communicate with each other outside of work and discuss all sorts of everyday problems. 
In this case we are talking about a system of informal emotional relationships. 
Two types of these relationships correspond to two main leadership roles: the role of a business 
leader and the role of an emotional leader. Business leadership, in turn, is subdivided into two other 
types: business leadership and information leadership. 
A business leader is figuratively called “the hands of the group”. Such a leader can organise the 
business, establish the necessary business relationships, guarantee success.  The information leader 
is figuratively called the “brain of the group”. They are the people who everyone comes to with 
questions, because they are erudite, they can explain everything and they can help one find the 
information one wants. The emotional leader is figuratively called the “heart of the group”. This is 
the person to whom others can turn for sympathy.  
All three leaders can be found in a group at the same time. They make up the basic leadership 
structure. Each leader starts to play a leader role depending on the situation, while the others, if we 
can say so, wait for their turn. 
The complexity and multiplicity of relationships in the organisation creates the conditions for a 
more complex leadership structure. Different situations happen in the life of a team and this can 
produce so called situational leaders. They are people who can lead a team at some point in time. 
These situational leadership roles include the following:  
– organisational leader performs the function of group integration; 
– leader-promoter sets the tone for solving group problems;  
– emotional state generator leader is analogous to the emotional leader role, this role is played 
in situations of complex emotional upheaval caused by internal and external events;  
– erudite leader as a type of intellectual leadership;  
– leader of emotional attraction as a friend of all and who is the preferred member of the group 
in different situations;  
– mastermind leader who shows himself of herself as a specialist in a particular activity. 
If the working group is large, it can be made up of several micro-groups. Each of these groups 
has its own leaders. They can have a significant impact on the life of the group, on the atmosphere 
within it. This is evident when one group or another takes in a dominant position.  
So, leadership is a process of psychological influence of one person on others. Leadership is 
based on the principles of free communication, mutual understanding and voluntary submission. 
And if a person gains followers and supporters, he becomes a leader for them.