Most of us are unaware of our own management style, let alone those of our colleagues.【C1】______a leading psychologist, temperament places a signature or thumbprint on each of our actions.【C2】______temperament, managers can be divided into four groups.
First is the Troubleshooter. His【C3】______are boldness, bravery, endurance, and clever- ness. He is good at【C4】______fires and straightening things【C5】______. He loves to take risks and solve crises. But he resents【C6】______how to work and is not very good at following【C7】______agreements. The second is the Traditionalist. A stabilizer and consolidator, his abilities【C8】______establishing policies, schedules, regulations and hierarchy. He is【C9】______when he can plan his work. But he establishes a formal, impersonal style. in dealing with colleagues until he is well【C10】______with them, The third is the Conceptualiser. He uses his intellect to【C11】______complexities, to get models onto paper, He is the architect of change and his focus is on possibility, Since he is more involved【C12】______the creative process, he prefers others to take【C13】______execution. The last is the Catalyst. He is personal and【C14】______. He has the ability to draw out the best in people as he is【C15】______people-oriented. He excels at the head of democratically run organization. But he lets other people's【C16】______eat up much of his time. He is liable【C17】______make decisions【C18】______his personal likes anti dislikes【C19】______what is best for the organization.
To be aware of these temperaments is to【C20】______that differences are neither flaws nor afflictions. Understanding this can lead to avoiding much mutual aggravation and enhancing relationships with business associates and colleagues.
【C1】

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