Psychology of management

Leader-diplomatist
. If (s)he put all their abilities to evil ends (s)he could quite be 
called the master of intrigue. (S)he leans on excellent knowledge of situation and its hidden 
details, aware of gossip and rumors, and that is why knows who and how can be influenced. 
Prefers confidential meetings in the circle of like-minded persons, allows to speak openly of 

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well-known things to distract attention from his/her concealed plans. Though, as a matter of fact, 
the diplomacy of this kind often just compensates inability to lead in more dignified ways. 
5.
Leader-consoler
. People are attracted to him/her because (s)he is ready to support in 
need. They esteem people, treat them in a friendly way, polite, attentive, capable of empathy. 
A group solving an important problem always puts forward a leader for its solution. No 
group can exist without a leader. Many people think that all problems are solved if a manager 
succeeds in combining the functions of leader and of executive in his/her activity. But in 
practice, these functions are often not only incompatible, but opposite. An executive can only 
partially assume the functions of leader. If for a leader ethical criteria come first, a manager is 
busy mainly with function of control and distribution. 
In many respects, 
collective’s unity depends on the stage of its maturity.
Psychologists 
distinguish five such stages. 
The first one is called accommodation.
At this stage people still 
have an eye on each other, decide whether their way coincides with the others’, try to show their 
ego (or “I”). Interaction takes usual forms in the absence of collective creativity. The decisive 
role in collective’s unification is played at this stage by the executive. 
The second stage of collective’s development, “the conflict” stage
, is characterized by 
open formation of clans and groups within the collective;