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Studying of positions shows that concerning a number of types there are obvious biases and in spite of the fact that in it real tendencies (as the general are reflected, and typological plan), professional skills of this or that person cannot be put in dependence only from its one preferences. After all hardly probable not each of us has the inclinations necessary for transformation into the successful chief. We had to meet the presented irrational introverts who rose to the higher posts in the organisations, and also rational extroverts who obviously did not cope with supervising job. We do not assert that rational extroverts will necessarily surpass all as leaders, — is simple they naturally correspond to the traditional requirements shown to heads. And on the contrary, irrational introverts will face special problems at execution of supervising job and therefore, representatives of this position as chiefs meet less often.So, we have studied management problems under different points of view — from the point of view of eight preferences, four temperaments and four positions. In general this already many clears up in the management nature.
In spite of the fact that till now we spoke about advantages of each type of the person in supervising job, original advantages of types in this area consist in being able to estimate both the preferences, and not priority qualities. In spite of the fact that very many can quite manage use of one only the natural inclinations, the present, most effective leaders develop also the not priority qualities: they can be garrulous and sociable, but at the same time be able to reflect and concentrate. They are capable to notice suddenly arising circumstances of business and at the same time to see wider prospect. They should be fair, objective, humane and fair, without losing sight thus results of job and remaining opened to change of circumstances and to the new information.
When general George Marshall, the chief of a staff of army of the USA during the Second World War, became subsequently the state secretary, he has distinguished the problem which has risen before it and has defined it so: «it became obvious Me that in fifty eight years I should be learnt to new receptions which was not in textbooks on military science and which do not study in the field of fight. On this post I should become the soldier-politician, and I should postpone the ability to cry out orders and to make instant decisions till the best times, to study in belief and finesse art. To me it is necessary in to become perfect the expert to other field of activity».
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