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Logicians look often at a life as on set of problems demanding the decision. Hence, heads-logicians are guided often by problems. Dealing with the person or with group of people, with a problem or with crisis, the leader-logician is inclined to react to it questions like the following: «That here it is wrong?», «as it is possible to improve this indicator or a product?», «that is required to correct?», and can be, even «Who first of all in all is guilty?» Similar tendency of logicians if she remains without attention in the organisation, it the same logicians, risks to generate atmosphere of constant criticism heads of subordinates (and on the contrary). Activity of subordinates is thus reduced only to performance of tasks in view, and heads activity — to criticism of job of subordinates. Some heads-logicians even consider criticism some kind of a compliment which they award only those for whom the time and attention consider possible to find and whom consider worthy councils about job improvement.As to heads-etikov they first of all address to the human factor and consider as its major in acceptance of any final decision. They prefer to begin decision-making with considering of the subjective reasons connected with those whom this decision will mention, and with circumstances in which there are these people; ethics will aspire to such decision which will appear very narrowly it is connected with their own values. At the same time it the focused and subjective nature of such decisions at all does not mean that leaders-ethics abstain from rigid and objective decisions. They will consider also objective factors, but only after personal aspects of a problem will be estimated and weighed.
Ethics on supervising posts prefer to realise the power through relations with people, paying attention to subjective human values. They fine are able to put themselves to the place of other person. Their propensity to sympathy leads to that at heads-ethics decision-making excessively rely on circumstances and first of all worry about how their decision will respond on the person or group of people, and only then — about following to precedents and rules by which it is necessary to be guided in this point in question. The similar tendency reflects one of aspects of the classical motto it:« People — first of all », and results of similar strategy can go to group or the organisation as on advantage, and to the detriment. For example, as a result of such management between participants of group there can be an atmosphere of a close connection and interaction which will motivate and inspire them. Many of those who could work under the head-ethics, declared to us that are betrayed to such leader both in professional, and in the personal plan. (The secret of how so close personal relations are reached, and also their necessity, for heads-logicians is covered by a gloom.) the medal, however, has a back: too subjective or it is not enough it the decision can seem to unfair those people on whom it has struck or when behind it the tendency to lead to a uniform denominator looks through all variety of requirements of members of team or employees of office.
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