Sinyagin Yuri

This article presents a new approach in the field of managerial assessment. The development and twenty years of experience in using the personality-professional diagnostics technology in the context of the resource approach, the accumulated empirical material in the field of managerial evaluation, as well as the database of over 70 thousand assessments of managers, became the basis for «adjusting» the assessment technology and determining the opportunities of a wide-scale application of the managerial preparedness models. The technology applied goes beyond the traditional normative-deficient assessment approach and expands the possibilities of making high-quality personnel decisions in the state and municipal administration system. The author, based on the explication of the results of long-term research, identifies the fundamental components of managerial preparedness of the executive, including the social component. Using the resource approach of assessment and personality-oriented management, the author substantiates the essence and reveals the content of managerial maturity as an integral characteristic of manager’s personality, opening additional opportunities for modeling and designing individualized development paths of the personal and professional development for leaders.

The article analyzes the role of biographical predictors of individual psychological characteristics that are included in the ‘Big Five’ of personal qualities. The analysis of the relationship of answers to psychobiographical questions included in the questionnaire of management potential (Y.V. Sinyagin, 2014) with the results of the ‘Big Five’ model is presented. The necessity of studying personality traits conducive to successful activities is substantiated. On the basis of empirical research, predictors of managerial success are characterized. Arguments are given for including data containing biographical information in methods of psychological analysis of a person. The authors show that the obtained empirical data can find their practical application in several areas. First of all, it is their direct use during interviews and interviews with leaders.

The article presents the results of many years of research on the role of biographical events in assessing the success of managerial activity. On the basis of scientific data - factors, conditions and biographical predictors of a successful managerial career in the public civil service are identified; the characteristic of the effectiveness of the head’s work is given. The author defines the signs of managerial success, among which the actual level of the position stands out, which in comparison with the real age of the head allows to assess the fact of career success, its specific features, as well as the nature of the career - ‘gradual’ or ‘rapid’. The nature of the ‘age position’ ratio, the expressed career orientation, readiness for learning and self-development in combination with the propensity and ability to take risks and high social mobility create opportunities for changing yourself and the surrounding reality. The order of birth, leadership in the parent family, family values, the age of the beginning of the managerial career, its type and character, as well as a number of other external factors to the subject have a significant impact on the formation of the style of management and a number of personal and professional characteristics of managers acting as conditions for success.

The article deals with the main challenges associated with the rapid development of the digital world, describes the role of the head of the civil service in this process and the attitude to digital technologies and artificial intelligence is characterized. The author gives the results of a study on the readiness of modern managers to work in the digital environment, expectations from artificial intelligence among civil servants, psychological effects reflecting the willingness of a modern manager to work in a digital society are determined. The group of managers and business leaders is the most open to change and ready to implement artificial intelligence systems. More than half of managers believe that the use of technology will increase productivity and business processes. 54% of business managers agree that the solutions offered by artificial intelligence services have already increased the productivity of their structures. 70% of respondents believe that such programs make fewer mistakes than people in the course of their work, which increases their significance. The article also analyzes the difficulties usually encountered by managers in the organization of the managerial work in the new digital reality. It is emphasized that people, of course, do not compete with information technologies, but adapt the world to something that machines can understand.

The article analyzes biographical data and outlines the results of personal and professional diagnosis for managers and specialists of the State Civil Service system and breaks down the identified trends. The urgency, the base, and the research tools are described. The theoretical model of the structure of administrative functions for managers at different levels of the managerial hierarchy is stated, according to which, the top management positions for their effective performance require from the manager not only and not so much knowledge and skills in management but the presence of clear vision of the activity significance, its content, «insight» both in the general context of a particular organizational structure activity and in a broader social context. The results of a comparative data analysis (by age, sex, position), obtained on the basis of the comparative analysis of groups of the State Civil Service leaders and leaders who are not civil servants are presented. The comparative analysis of the characteristics of the State Civil Service leaders, who have different class ranks for the four most pronounced indicators: «leadership and desire for independence», «propensity and ability to subordinate», «social mobility», as well as «readiness for training», is presented. The data is shown on the relationship between class ranks of the state civil servants holding executive positions in the State Civil Service system and their personal and professional characteristics. The results of the research presented in the article allow us to conclude that it is the development of the motivational component that is the basis for improving the entire system of working with class ranks as a real tool to motivate state civil servants.

The article examines the systems of personal evaluation of public servants during recruitment and reassignment used in the UK and the USA.