EMPIRICAL VERIFICATION OF ADMIMINSTRATIVE INTELLECT AS A MARKER OF A LEADER’S PERSONAL MATURITY
M. G. Ostroushko

Abstract. The article presents the results of the research singling out three types of administrative intellect (AI) among the leaders of the public health organization. Indexes of the reflexive abilities of the leaders were used as criteria in the assessment of AI and the style of management decision-making (MDM). It has been shown that two types of AI, characteristic of 42% of the managers with an authoritarian and liberal MDM are assessed as insufficient level of AI formation. They denote a low level of a leader’s maturity. The authoritarian style is characterized by weekly developed introspection of activities, a pronounced drive for reaching high indexes of personal goals and basically, the internal locus of subjective control. The liberal orientation in MDM has a low level of reflexive abilities in communication and interaction with other people, detachment toward the subordinate personnel and a lower level of achievement drive. The persons with well-developed reflexive abilities for communication and interaction and possessing an integral style of attribution—active psychological resources for successful development of a leader’s mature personality—combine the liberal attitude towards their subordinates with the anticipation of problem situations. This style of leadership can be considered as effective managerial intellect. The AI which is based on situational decision-making and is oriented at participative management is typical for a mature leader with well-developed reflectivity, internal locus of control and a drive for self-development and self-perfection. In accordance with the variables included into the general structure of diagnostic indexes of the respondents, this type of AI is defined as highly developed, or as AI of high level of formation.

Keywords: personality maturity, managerial intelligence, leader, style of management decision-making, reflectivity, locus of subjective control, drive for achievement.
DOI: 10.31429/26190567-20-2-136-151