analyze the education system of all countries and think about the number of critical thinking
classes in higher education in Uzbekistan. The next step is creating textbooks or study guides for
students. In this process, too, we rely primarily on textbooks or other books from foreign
countries. At the stage of creating textbooks or manuals, it would be expedient to create
materials taking into account the national values, the content, as well as the various processes
taking place in foreign countries and modern Uzbekistan such as economic, social and political.
Upon completion of these stages, critical thinking as an experimental test is introduced into the
higher education system as an elective subject for selected faculty or direction students. If this
subject has a significant effect, then it is taught as a new subject for students of other faculties or
directions. Of course, every textbook here is created in accordance with the direction of the
Taking everything into consideration, one of the main goals of the higher education
system of Uzbekistan is to develop personnel who are able to meet the requirements of modern
society, keep pace with the times, have high skills, high thinking ability, and work freely with
information. The growing and changing demand for generic and professional competencies in
the labor market requires higher education to constantly readapt to the current situation.
Additionally, this also means reviewing and evaluating society‘s needs and emerging challenges,
rethinking practices for the preparation of professionals and assessing the importance of the
competences being developed. The need for critical thinking is obvious in the labor market .
REMIE – Multidisciplinary Journal of Educational Research Vol. 11 No. 1 February
2021. Importance of Teaching Critical Thinking in Higher Education and Existing Difficulties
According to Teacher´s Views. María-José Bezanilla University of Deusto Héctor Galindo-
Domínguez Francisco de Vitoria University
Global Critical thinking survey: The results.
Soc. Sci. 2021, 10, 286.
. The Value of Critical
Thinking in Higher Education and the Labour Market: The Voice of Stakeholders. Valdone
Indrašiene, Violeta Jegeleviˇciene, Odeta Merfeldaite, Daiva Penkauskiene, Jolanta Pivoriene, ˙
Asta Railiene, Justinas Sadauskas and Natalija Valaviˇciene
LEADERSHIP: COMMUNICATIVE PROPERTIES OF THE MANAGER'S
PERSONALITY AND PSYCHOLOGY OF COMMUNICATION TECHNOLOGY USE
Jizzakh branch of National University of Uzbekistan,
Psychology Department, candidate of medical sciences, Associate Professor
Jizzakh branch of National University of Uzbekistan,
Psychology Department, 3rd year student
The article is devoted to studying the relationship between the communicative
properties of the manager personality and managerial decision-making styles. This problem is
essential and relevant since the communicative properties of the manager's personality are
rarely considered. Research has shown that most managers have developed communicative
qualities and constructive decision-making styles. As a result of the correlation analysis of the
data, significant correlations were revealed between hyperactivity as a decision-making style
and indicators of self-control in communication (positive relationship) and indicators of
organisational skills (negative relationship). Factor analysis of the data obtained showed that
the communicative properties of a person could be combined with hyper-vigilance as a decision-
making style, forming the factors "self-control" and "impulsive sociability".
The present study extends existing communication technology and organizational
literatures by going beyond usage assessments and examining how an employee‘s psychological
state influences motivations for non-work-related communication technology use during
Manager, Communicative properties of the manager's personality,
communication, management of meaning, sensemaking, reflexivity, team leadership, global
Modern research in the field of management psychology, organisational and economic
psychology, labour psychology shows that the head of any level, from a small department to a
corporation, is one of the central figures in ensuring the effective and productive activities of the
organisation. The communicative properties of a person are usually defined as stable
characteristics of human behaviour in communication, significant for his social environment. In
psychology, the concept of "communicative competence" is also widespread, defined as the
ability to interact with others effectively, establish and maintain the necessary effective contacts
with other people[1,2,3].
Communication is vital for a manager. Since business communication is one of the
fundamental aspects of managerial activity, it is one of its specific features; the expressed
communicative qualities of a person are necessary for the manager to implement all managerial
functions effectively. The problem of managerial decisions is also highly relevant in modern
psychology engaged in the study of managerial activity and the personality of the head .
Decision-making in management activities is one of the main stages of the management process.
A managerial decision is the main result of managerial activity, the product of managerial
labour. Decision-making is defined as a choice by a person or a group of people in an uncertain
situation betweenalternative options, available objects, ideas and actions.
Considering the decision-making process in the context of will and deliberate action, L.S.
Vygotsky and S.L. Rubinstein focused on the struggle of motives when making a decision. "The
battle between motives often occurs long before the actual situation in which we need to act is in
front of us... The decision is made, and the struggle often ends long before the real or actual
struggle has begun," L.S. Vygotsky noted thereby emphasising the extreme importance of the
stage of direct decision-making. S.L. Rubinstein also pointed out that the decision acts as a
particular deliberate action in cases where there is a complex struggle of motives or the
necessary action is delayed .
In articulating a communication orientation, we have intentionally crossed paradigms
couring the literature for research that
places ‗‗communication‘‘ at the center of leadership study.
The discovery of these value
commitments strongly suggests that there is indeed a
communicative lens or, more accurately,
series of lenses that, taken collectively, shows
communication to be central, defining
and constitutive of leadership. We certainly do not dismiss
the cognitive aspects of leadership,
but merely reverse the longstanding figure-ground
arrangement in the literature that
prioritizes the cognitive over the social. Thus, we use the
communication value commitments
that we have gleaned from the literature as the organizing
framework for this paper. They
include the following:
(1) Leadership communication is transmissional and meaning-centered.
(2) Leadership (communication) is relational, neither leader-centric nor follower-centric.
(3) Influential acts of organizing are the medium and outcome of leadership
(4) Leadership communication is inherently power-based, a site of contestation about the
nature of leadership.
(5) Leadership (communication) is a diverse, global phenomenon.
(6) Leadership communication is alive with the potential for reflexivity, moral
A transmissional view of communication, with roots in industrial and organizational
psychology and (post) positivistic science, has historically dominated leadership studies.
Leadership was examined from the perspective of individuals with strong inner motors where
‗‗communication is incidental or, at best, intervening‘‘. Some contemporary leadership scholars
hold a similar view. Indeed, when the lens is individual and cognitive and the accompanying
methods are surveys and experiments, there is often little choice but to view communication as a
simple transmission, a process variable, or a behavioral outcome. Under these conditions,
communication becomes a conduit, and researchers may examine issues pertaining to
transmission and channel effects, such as message directionality, frequency, and fidelity;
disruptions to effective transmission; and ways in which messages are (improperly) received.
There are a number of reasons why individuals use communication technologies in the
workplace, and these reasons can be related to the fundamental incentives for much of human
behavior. Bandura identifies six basic incentives for human behavior: activity, social, novel
sensory, monetary, study, Bandura describes self-evaluative (reactive) incentives as those that
provide psychological rewards when an individual engages in certain behaviors. For instance,
self-satisfaction can be achieved by engaging in an activity that meets desired outcomes such as
improved social status or regulating psychological states such as boredom or stress. In the
workplace, boredom is common, costly,and detrimental to the organization. It is ―an unpleasant,
transient affective state in which the individual feels a pervasive lack of interest in and difficulty
concentrating on the current activity . . . [and] feels that it takes conscious effort to maintain or
return attention to that activity.‖[8,9]Employees who are in a bored state may be more
dissatisfied with their work, pay, advancement opportunities, supervisor(s), and coworkers—all
of which can lead to destructive behavior.[10,11]Boredom has been associated with decreased
performance and, in the current context, increase non-work-related communication technology
use. Workplace boredom may result from job tasks that provide little variety. At work, boredom
motivates individuals to find activities providing stimulation and excitement.[12,13] Since
individuals seek a psychological equilibrium, employees in a negative or dissatisfying emotional
state may turn away from the work at hand and socially communicate with co-workers, play
online games, or surf the Internet.In addition, stressful work environments are defined by an
employee feeling overwhelmed by the amount and difficulty of pending tasks. Scholars have
found a relationship between stress or work overload and withdrawal behaviors such as not
coming to work. Recently, Mastro indicated that stress can change technology use patterns. In
the present study, the direct and indirect relationships between psychological state and nonwork-
related (personal) communication technology use will be examined.
Views of leadership itself do vary accordingly. Leadership as the management of meaning
expands to all leadership actors (formal or informal leaders, followers or other stakeholders) who
can be transformative agents, but also passive receptors of meaning and disciplined products of
culture. Leadership is, by definition, performative in which reflexivity is routine and moral
grounding thus becomes possible. The characteristics of the decision-making style are also
positive; the effective decision-making style "vigilance" prevails. Although framed within an
organizational context, the concepts outlined here can be used to investigate the use of
communication technology not only at work, but also at home, school, and various other settings,
and for a variety of different audiences such as teenagers, young adults, the elderly, or families.
Factor analysis of the results revealed five significant factors: "defensive back-passing", "self-
control", "impulsive sociability", "assertiveness", and "competent type of communication". Two
of these factors, "self-control" and "impulsive sociability", combine the communicative
properties of personality and hyper-vigilance in decision-making; i.e., the communicative
properties of personality can be combined with one of the managers' decision-making styles.
1. A.A. Bodalev, Personality and Communication, International Pedagogical Academy,
1995, 324 p.
2. J.M. Safrankova, M.Sikyr, Current Trends and Challenges of Modern Management and
Human Resource Development, Prague y Czech Technical University in Prague, 2014, 100 p.
3.Y.M. Zhukov, Communicative training, Gardariki , 2007, 223 p.
4. N.V. Matyash, T.A. Pavlova, Actual problems of theory and practice of modern
psychology, Direct-Media], 2020, 135 p.
5. S.L. Rubinstein, Fundamentals of General Psychology,Piter, 2013, 713 p.
6.Collinson DL and Hearn J (1996) Men as Managers, Managers as Men: Critical
Perspectives on Men, Masculinities, and Managements. London: Sage.
5. Bandura, A. (1986).
Social foundations of thought and action:
a social cognitive theory
Englewood Cliffs, NJ: Prentice Hall.
6. LaRose, R., Lin, C., & Eastin, M.S. (2003). Unregulated Internet usage: addiction,
habits, or deficient self-regulation?
7. Fisher, C.D. (1993). Boredom at work: a neglected concept.
8. Fisher, C.D. (1998). Effects of external and internal interruptions on boredom at work:
of Organizational Behavior
9. Kass, S.J., Vodanovich, S.J., & Callender, A. (2001). State-trait boredom: relationship to
absenteeism, tenure, and job satisfaction.
Journal of Business and Psychology
10. Everton, W.J., Mastrangelo, P.M., & Jolton, J.A. (2005). Personality correlates of
employees‘ personal use of work computers.
CyberPsychology & Behavior
11. D‘Abate, C.P. (2005). Working hard or hardly working: a study of individuals
engaging in personal business on the job.
12. Matteson, M.T., & Ivancevich, J.M. (1987).
work stress: effective human
resource and management
. San Francisco, CA: Jossey-Bass.
Sh.E.Yuldashev, Psychology of Modern Leadership as an Important
Phenomenon of Effective Management.
Sh.E.Yuldashev, Sh.Rizaeva, Leadership As an Effective Means in
15. M.Boykulova, M. Abduakhadova,
Psychological Aspects Of Leader Traits In Boys
And Girls In Different Family Settings.
YOSH YETAKCHINING RAHBARLIKKA XOS PSIXOLOGIK JIHATLARI
Qarshiboyev Sardor Alisher oʻgʻli
O‗zbekiston Milliy universitetining Jizzax filiali
―Psixologiya‖ kafedrasi magistranti
Bugungi kunda zamonaviy liderlar kamayib boroyotganligi hammamizga
ma‘lum shuning uchun yosh zamonaviy liderlarni yetkazib chiqarish dolzarblik kasb etmoqda.
Har bir sohada liderlarni izlab topish va ularni qo‗llab-qo‗vvatlab turish lozim. Chunki bugungi
kun jamiyatiga har doimgidanda ko‗proq mukammal shaxslar kerak.
E‘tiqod, qadriyat, liderlik, faoliyat, kirishimlilik, zehnlilik, ishonch,
tartiblilik, tashabbuskorlik, kuzatuvchanlik, mustaqillik, qunt-matonatlilik, tashabbus.
Yosh yetakchi - o‗ziga tengdosh shaxslar manfaatlari uchun qonun doirasida faol ish
yuritishni anglatadi. Yetakchi o‗z kuchiga ishongan, jasur va xarizmatik inson bo‗lishi lozim. U,
hatto, yosh avlodning himoyachisi bo‗la oladi. Odatda, yosh yetakchilar tengdoshlari orasida
ajralib turadigan yorqin xislatlarga ega shaxslardir. Ular nafaqat tengdoshlarini o‗ziga jalb qila
oladi, balki o‗zidan katta yoshdagilar bilan ham tez til topisha oladi. Bunday yetakchi