Volume 04 Issue 12-2024
215
International Journal of Pedagogics
(ISSN
–
2771-2281)
VOLUME
04
ISSUE
12
P
AGES
:
215-218
OCLC
–
1121105677
Publisher:
Oscar Publishing Services
Servi
ABSTRACT
Problems and specificity of using psychological directions in management activity are considered in the article; the
directions of applying the psychological competencies of managers in the context of stimulating labor and managing
the motivation of employees, as well as to reduce conflict in the workforce.
KEYWORDS
Psychology, management, management, conflicts in labor collectives.
INTRODUCTION
For managers of any organization operating in a
competitive market environment, the task of
improving the efficiency of socio-labor relations is
essential to ensure the competitive and sustainable
development of the business structure. In the
coordinate system of the industrial economy, material,
natural, and financial resources were prioritized.
However, in the innovative economy of a new type, the
dominant role is assigned to knowledge, with the
success of a business structure determined by
individuals with education, qualifications, experience,
and creativity. In this context, effective management
of a modern organization must consider not only the
qualitative characteristics of the organization’s human
resources, such as physiological (employee abilities,
health status, work capacity, endurance) and
qualification-related (the scope, depth, and versatility
of general and specialized knowledge, competencies,
and professional skills) but also socio-psychological
attributes (level of personal maturity, temperament,
Research Article
PROBLEMS AND PROSPECTS FOR LEADERSHIP DEVELOPMENT
Submission Date:
December 12, 2024,
Accepted Date:
December 17, 2024,
Published Date:
December 22, 2024
Crossref doi:
https://doi.org/10.37547/ijp/Volume04Issue12-45
Tillashayxova Xosiyat Azamatovna
Head of the Department of "General Psychology" at Tashkent State Pedagogical University named after
Nizami, Candidate of Psychological Sciences, Uzbekistan
Journal
Website:
https://theusajournals.
com/index.php/ijp
Copyright:
Original
content from this work
may be used under the
terms of the creative
commons
attributes
4.0 licence.
Volume 04 Issue 12-2024
216
International Journal of Pedagogics
(ISSN
–
2771-2281)
VOLUME
04
ISSUE
12
P
AGES
:
215-218
OCLC
–
1121105677
Publisher:
Oscar Publishing Services
Servi
character, value orientations, needs, motives, goals,
expectations, and interests in the labor sphere).
Personal psychosocial qualities have become a crucial
aspect of professional activity, as they determine an
employee’s ability to interact effectively with people
within and outside the organization and engage in
creative, entrepreneurial, and innovative activities. All
of this underscores the relevance of studying
psychological tools and aspects of managing highly
qualified personnel oriented toward effective,
creative, and goal-oriented activity.
We believe that one of the pressing psychological
problems of modern enterprise management is
determining the directions for improving the system of
motivation management and non-material socio-
psychological incentives that encourage employees to
take actions aimed at achieving the company’s goals.
B.V. Gabrielyan notes that the development of an
internal corporate motivational potential system is
inseparable from the process of developing corporate
culture [2]. Corporate culture, through motivation, has
a significant impact on interaction in the labor process,
the elimination of discomfort and conflicts, employee
turnover in the organization, and, ultimately, on the
effectiveness of employee performance. A.S. Kizhaev
and A.A. Kotlyarevsky confirm that an effective system
of non-material incentives allows for creating a highly
favorable moral and psychological climate, which
largely compensates for shortcomings in the material
incentive system and guides employees toward self-
improvement, professional growth, and positive self-
expression [5]. An effective system of corporate values
in an organization ensures not only the social and
creative activity of employees but also, as a result,
enhances the overall efficiency and profitability of the
enterprise, which is reflected in an increase in its
performance levels. The development of corporate
culture and its transformation into a strong driving and
unifying force can become one of the levers for the
successful functioning of an organization. Therefore,
many modern managers view corporate culture as a
strategic stimulating tool that allows for orienting all
departments and individual employees toward
common goals, mobilizing staff initiatives, and
ensuring productive collaboration. Yu. Manuilova and
O.N. Kolomyts note that corporate culture is
associated with achieving better indicators of socio-
psychological conditions within the organization, such
as: creating conditions for creative work, establishing a
foundation for social harmony and partnership, and
forming interests aligned with society and the state
[9].
The development of corporate culture and its
transformation into a strong driving and unifying force
can become one of the key levers for the effective
functioning of an organization. Therefore, many
modern managers view corporate culture as a strategic
stimulating tool that helps align all departments and
individual employees with common objectives,
mobilize staff initiative, and ensure productive
collaboration. In particular, we believe it is important
to emphasize that only companies with a clear ideology
and a desire to excel in their field have a future in the
market. However, in many companies, there is a
superficial and misguided attitude toward corporate
culture in general and the mission in particular, which
is often filled with flowery epithets and simply posted
on the corporate website. Such an approach will not
yield any meaningful results. Often, the norms and
values established within organizations may take on a
probabilistic nature, corporate rules serve merely a
"restrictive" function, and the emerging organizational
Volume 04 Issue 12-2024
217
International Journal of Pedagogics
(ISSN
–
2771-2281)
VOLUME
04
ISSUE
12
P
AGES
:
215-218
OCLC
–
1121105677
Publisher:
Oscar Publishing Services
Servi
order frequently conflicts with the needs of the staff.
The best motivation for employees at all levels is
leadership’s commitment to creating not just a
"money-making machine," but a system that is an
industry leader and genuinely (not just declaratively)
benefits society as a whole. Another psychological
issue in modern management science is the resolution
of interpersonal conflicts within enterprises. During
the daily interactions of any team, there is an inevitable
intersection of interests, values, motives, perspectives,
personal psychological traits, and other characteristics
that collectively shape the personality of each
individual. As a result, interpersonal conflicts are an
unavoidable component of any social organization’s
activities.
Emerging conflicts inevitably affect an individual’s
performance, leading to a significant drop in
productivity: when faced with a conflict situation, an
employee redirects their energy to combating real or
perceived obstacles [12]. However, many managers
either attempt to suppress conflicts or avoid
involvement altogether. In our view, both approaches
are flawed, as they result in substantial costs to the
organization. The goal of studying interpersonal
conflicts within organizations should be to develop a
constructive stance toward conflicts, viewing them not
as anomalies or dysfunctions in organizational
activities but as a normal aspect of interpersonal
relationships. Conflicts are a necessary element of
organizational life, serving as an outlet for socio-
psychological tension and fostering the changes
required within the organization. Thus, when
interpersonal conflicts arise, the manager’s role should
be to act as a neutral third party facilitating conflict
resolution. This approach helps prevent the
development or "freezing" of dangerous situations
that could otherwise negatively impact the workflow
and the organization’s effectiveness. Another serious
psychological issue in modern management that
deserves recognition is the prevention of conflict
within the team. To avoid the destructive
consequences of interpersonal conflicts, leadership
must focus on their prevention and maintaining a high
level of team spirit through various effective measures.
Interestingly, modern research in the field of conflict
prevention and the development of stable corporate
cultures increasingly emphasizes the search for
alternative, non-classical methods for regulating
internal relationships and production processes. One
such methodological approach is art therapy
—
a
technique based on artistic creativity, aimed at
correcting psychological, emotional, communicative,
and cognitive aspects of personality. This method is
widely and effectively used in psychological counseling
and psycho-correction [10].
Art therapy facilitates the expression of internal
contradictions and conflicts through non-verbal
methods, allowing negative emotions to be sublimated
into acts of creative activity. It enhances the ability to
identify one’s own emotions, develops willpower,
promotes
comfortable
social
adaptation
and
interpersonal interactions, fosters internal liberation,
and helps to overcome inner constraints [10].
In the context of high competition and economic
crises, many managers strive to find new opportunities
for modernizing the business structures they oversee
to ensure their most effective functioning. Typically,
they focus on improving production tools, enhancing
resource efficiency, or downsizing staff. However, few
consider that equivalent success in terms of
productivity gains can be achieved by properly
establishing a positive team climate, selecting the most
Volume 04 Issue 12-2024
218
International Journal of Pedagogics
(ISSN
–
2771-2281)
VOLUME
04
ISSUE
12
P
AGES
:
215-218
OCLC
–
1121105677
Publisher:
Oscar Publishing Services
Servi
suitable leadership style, and managing motivation
while taking into account the psychological
characteristics of the organization's human resources.
In this regard, key psychological issues in management
that require resolution to improve organizational
efficiency include: managing employee motivation
through socio-psychological incentive methods;
fostering a corporate culture that aligns individual
employee goals with organizational objectives;
preventing conflicts within the team; and ensuring
high-quality resolution of interpersonal conflicts that
arise.
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