Summary

Regardless of the job, nearly everyone has to deal to a lesser or greater extent with duties that concern management. This also applies to specialists in a certain field. Unfortunately, specialists place greater emphasis on the technical skills related to their job, whereas competences related to management and leadership receive less attention than actually needed.

The article sets out to define management and leadership by relying on the following management, leadership and decision-making theories: the managerial grid model by Robert Blake and Jane Mouton, theory X and theory Y by Douglas McGregor as well as the situational leadership theory by Paul Hersey and Kenneth Blanchard. This is followed by an overview of the survey in which the author studied the notaries operating in Estonia. The objective of the survey was to identify what kind of training and education the notaries would require in the field of effective management and leadership. On a wider scale, the survey examined how the notaries acted and deliberated as managers and leaders, what management principles they observed, how they recruited and motivated their employees and how the operations were organised in their office.