TTLA: Leadership style of the Chairman of the People's Committee of the commune in our country today

1. Full name of the researcher:Tran Nhat Duat

 2. Gender:Male

3. Date of birth:March 21, 1975;

4. Place of birth:Hong Linh, Ha Tinh

5. Decision on recognition of PhD student No.: According to Decision No. 3676/QD-SDH, dated October 28, 2009 of the Director of Hanoi National University.

6. Changes in the training process:Document on changing the topic name in Decision No. 595/QD-SDH, dated July 22, 2011 of the President of the University of Social Sciences and Humanities, Vietnam National University, Hanoi.

7. Thesis topic name:“Leadership style of the Chairman of the People's Committee of the commune in our country today”.

8. Major:Social psychology;9. Codepilot

10. Instructor:Prof. Dr. Nguyen Ngoc Phu; Assoc. Prof. Dr. Hoang Moc Lan

11. Summary of new results of the thesis:

1. Theoretical research results: The leadership style of the Commune Chairman is the relatively stable and characteristic methods of action and behavior of the Commune Chairman towards the commune cadres, civil servants, and people in the process of leading them to successfully carry out the tasks of State administrative management in the locality. The leadership style is a complex psychological structure, including:Internal factorsof leadership style are the psychological characteristics of the commune Chairman andExternal manifestationsof leadership style is expressed inAwareness, Situation handling method,How to behaveof the Commune Chairman. In whichInternal factors(personality qualities) are factorscore, regulationsExternal manifestationsLeadership style of the commune president.

2. Results of the current research: Testing leadership styles shows that the Commune Chairman is using three leadership styles.people master, autocratandfree. In which, leadership styledemocracyPredominant, in addition, the autocratic and liberal leadership styles are also used by the Commune Chairman simultaneously depending on the characteristics and nature of the leadership and management situations.

3. Factors influencing the leadership style of the Commune Chairman are shown throughFactors related to the Commune Chairman himselfsuch as personal psychological qualities, cultural level... arestrong influence, positiveto the leadership style of the Commune Chairman.Factors related to conditions, circumstances, and working environment of labor and managementalso has an impact on the leadership style of the Commune Chairman. It is worth noting that, among the factorsrelated to conditions, circumstances, and working environment of labor and managementIn terms of influence, the training and development factor enhances the ability to identify, evaluate and use leadership styles appropriate to the nature of situations that have a strong impact and influence on the leadership style of the Commune Chairman. However, in practice, this work still has many shortcomings that have not been effectively resolved.

4. Experimental results of impact and analysis of psychological portraits: Through theoretical lectures on situations, characteristics, nature of situations and methods of solving leadership and management situation exercises, the Commune Chairman has a better understanding of the nature of leadership and management situations, from which they have reasonable methods of handling situations, using a more scientific and effective leadership style. Analysis of 3 psychological portraits of Commune Chairman shows that the effectiveness of the Commune Chairman's leadership style is demonstrated throughperception; method of handling situations; way of behavingtheirs in the performance of official duties.

12. Practical application:

The research results of the thesis are the scientific basis and research documents to help train and foster the CBX team, thereby helping this team of cadres to have a clearer awareness of PCLĐ, to have a direction for training and building PCLĐ that is appropriate and effective in the current period in our country.

13. Further research directions:

- Research on the science of handling situations in leadership.

- Research on social conflicts and management, resolution of social conflicts.

14. Published works related to the thesis.

1. Tran Nhat Duat (2005), "VI Lenin's views on leadership style",Journal of Political Theory(4), pp. 13 - 15.

2. Tran Nhat Duat (2006), "Innovation in Leadership Style to meet the current demands of the country",Journal of Psychology(1), pp. 51 - 53.

3. Tran Nhat Duat (2008), "Building and innovating Leadership and Management Style",Political Science Journal(2), pp. 44 - 48.

4. Tran Nhat Duat (2009), "Leadership and management capacity of key cadres at the commune level in the suburbs of Hanoi city",Journal of Psychology(6), pp. 47 - 50.

5. Tran Nhat Duat (2012), "Ho Chi Minh's views on the style of cadres",Journal of Political Theory(7), pp. 30 - 33.

6. Tran Nhat Duat (2013), “Leadership and management style”,Journal of Political Theory(11), pp. 78 - 81.

7. Tran Nhat Duat (2013), "Leadership style of commune people's committee chairmen in some provinces in the Red River Delta",Journal of Social Psychology(2), pp. 64 - 73.

8. Tran Nhat Duat (2014), "Concepts of leadership and management style",Journal of Political Science(2), pp. 55 - 59. Hanoi,May 14, 2014

INFORMATION ON DOCTORAL THESIS

1. Full name:Tran Nhat Duat;

 2. Sex:Male

3. Date of birth:March 21, 1975;

 4. Place of birth:Hong Linh, Ha Tinh

5. Admission decision number: In accordance with the Decision No 3676/QD-SĐH, dated October 28, 2009 by President of the Vietnam National University, Hanoi.

6. Changes in academic process:Document on changing the name of the thesis in the Decision No 595/QD-SĐH, on 22^ndJuly 2011 by Rector of the Vietnam National University, Hanoi.

7. Official thesis title:“Leadership style of Presidents of Commune People's Committees in our country currently”.

8. Major:Social psychology;

9. Code:Pilot training

10. Supervisors:Professor Nguyen Ngoc Phu, PhD.

Associate Professor Hoang Moc Lan, PhD.

11. Summary of the new findings of the Thesis:

1. Leadership style of Presidents of Commune People's Committees are typical stable action methods, codes of ethics of Presidents of Commune People's Committees towards commune cadres, officials and citizens during their administration in order to successfully implement State adminstrative tasks in the localities. Leadership style is a spychological complex institution, including:Inner factorsof leadership styles which are psychological characteristics of Commune Presidents andOuter factorsof leadership styles which are presented inCircumstance resolutions,Codes of ethicsof Presidents of Commune People's Committees. Among these factors,Inner factors(personalities and virtues) arecorefactors, indication ofOuter factorsleadership style of Presidents of Commune People's Committees.

2. Outcomes of reality research: Questionaires of leadership styles indicate that Presidents of Commune People's Committees are using three leadership styles which aredemocracy, monopolyandindependent. Among these styles, democratic leadership style is dominant, besides, monopolized and free leadership style are also used by Presidents of Commune People's Committees simultaneously depending on the features and natures of the management situations.

3. The objective and subjective factors have influence on Commune Presidents' leadership styles which are described throughsubjective factorssuch as psychological personalities, level of education, etc... are strongly agreeably concerning the leadership style of Presidents of Commune People's Committees.Objective factorsare having influence on the leadership style of Presidents of Commune People's Committees. Remarkably, among objective influential factors, capacity building to raise awareness and using an approriate leadership style suitably with situations influence strongly leadership style of Presidents of Commune People's Committees, however, in reality, there are still many short-comings which have not been solved effectively.

4. The outcomes of experimental impacts to raise the awareness of Presidents of Commune People's Committees, in circumstances of implementing the governance responsibilities, show that with theoretical lectures of leadership situations, features, nature of situations and case study are helpful for Presidents of Commune People's Committees to have better awareness of the nature of management situations, then, they will work out suitable circumstance resolutions, and use leadership styles more scientifically and effectively.

12. Practical applicability, if any:

The findings of the Thesis are the reference document for trainees of post graduate candidates who access the research on Presidents of Commune People's Committees in general, on leadership styles of these staffs in particular in the current circumstances.

13. Further research direction, if any:

- Scientific Research on handling the situation in leadership.

- Social conflict theory, management and dispersion of social conflict.

14. Thesis - related publications:

1. Tran Nhat Duat (2005), “VI Lenin's point of view on leadership styles”,Journal of Political Theory(4), pp. 13 - 15.

2. Tran Nhat Duat (2006), “Renovation of leadership styles for the national requirements now”Journal of Psychology(1), pp. 51 - 53.

3. Tran Nhat Duat (2008), “Constructing and renovating leadership and management styles”,Journal of Political Sciences(2), pp. 44 - 48.

4. Tran Nhat Duat (2009), “Leadership and management capacity of key officials at commune level in the suburb of Hanoi”,Journal of Psychology(6), pp. 47 - 50.

5. Tran Nhat Duat (2012), “Ho Chi Minh's viewpoint on cadres' style”,Journal of Political Theory(7), pp. 30 - 33.

6. Tran Nhat Duat (2013), “Leadership and management styles”,Journal of Political Theory(11), pp. 78 - 81.

7. Tran Nhat Duat (2013), “Leadership styles of the Presidents of Commune People's Committees in some provinces in the Red River Delta”,Journal of Social Psychology(2), pp. 64 - 73.

8. Tran Nhat Duat (2014), “Viewpoint on leadership and management styles”,Journal of Political Sciences(2), pp. 55 - 59.