From the author: In the proposed material, the main emphasis is placed on a group of internal, psychological factors that directly influence the real relationships of workers in the team and create the necessary conditions for creating additional means of work motivation. Taking these into account will allow the manager to avoid misunderstandings and serious conflicts and will help him productively resolve existing problematic issues. The moral and psychological climate of any team is formed under the influence of two groups of factors: external and internal. External factors are in the area of ​​financial and economic indicators of the company and are not the only opportunity to maximize the use of the personnel potential of the enterprise. Moreover, wages cannot be the leading factor in organizing relationships within a team. Everyone knows that they go to work with pleasure, where they have like-minded people and friends, and where they don’t, the work is not enjoyable. The moral and psychological climate in the team largely depends on the personality of the leader and on his knowledge of his business and serious attitude towards the work of performers, on the influence on their teamwork and compatibility, on the ability to create an image of equal status for all employees. As a rule, the privileged position of individual workers negatively affects the psychological climate and corrupts the team. It is the manager who bears personal responsibility for the state of the psychological atmosphere in the work team. Leadership style has an undeniable influence on the moral and psychological climate. Classically, there are three: authoritarian, democratic, liberal. Authoritarian style (sole, strong-willed, directive). For a “directive” leader, the people subordinate to him are only performers. A leader with this leadership style suppresses employees' desire to work creatively and take initiative. If it arises, it is immediately suppressed by the leader. Often the behavior of such a manager is characterized by arrogance towards employees, disrespect for the personality of a subordinate, persecution for criticism, etc. All these factors together lead to the creation of a negative moral and psychological climate within work groups. Authoritarianism has a negative impact on group relations. Some of the performers try to adopt the style of their leader in relations with colleagues and curry favor with their superiors. Others try to isolate themselves from contacts within the group, while others become depressed. The autocratic leader completely concentrates the solution of all issues in his hands, does not trust his subordinates, is not interested in their opinions, takes responsibility for everything, giving only instructions to the performers. He uses punishment, threats, and pressure as the main form of stimulation. It is clear that employees have a negative attitude towards such a leader. As a result, an unfavorable moral and psychological climate is formed in the team; people are in constant tension, become nervous and hot-tempered, i.e. the ground for conflict is created. Changing disciplinary measures causes fear and anger in a person, and negative motivation to work is formed. Performers are afraid to ask questions to an autocratic leader, because they are afraid to hear unflattering remarks and complaints addressed to them. With this leadership style, the average person has an aversion to work and a desire to avoid it at the first opportunity. Therefore, the majority of people need to be forced by various methods, including punishment, to fulfill the duties assigned to them and to continuously monitor their actions. The democratic style (active, trusting, stimulating) makes it possible for subordinates to feel their involvement in solving production problems and to show initiative. Organizations in which a democratic leadership style dominates are characterized by a high degree of decentralization of powers and the active participation of employees in decision making. Supervisortries to make the responsibilities of subordinates more attractive, avoids imposing his will on them, involves them in decision-making, and provides freedom to formulate their own goals based on the goals of the organization. He builds his relationships with his subordinates on respect for the employee’s personality and on trust, without being afraid to delegate part of his powers. Among incentive measures, encouragement predominates, and punishment is used only in exceptional cases. Employees are generally satisfied with this management system and usually provide all possible assistance to their boss. All this brings the team together. A democratic leader tries to create a normal psychological climate within work groups, based on trust, goodwill and mutual assistance. This leadership style helps to increase productivity, gives scope to people’s creativity, and increases their satisfaction with work and their position. Its use reduces absenteeism, injuries, turnover, creates a higher morale, improves relationships in the team and the attitude of subordinates towards the leader. Liberal style (expert, teaching, uncontrolled) - its essence is that the leader sets a task for the performers, creates necessary organizational conditions for work (provides employees with information, encourages, trains), defines its rules and sets the boundaries of the decision, while he himself fades into the background, reserving the functions of a consultant, arbiter, expert who evaluates the results obtained. Subordinates, freed from total control, independently make the necessary decisions and look, within the framework of the powers granted, for ways to implement them. Such work allows them to express themselves, brings satisfaction and creates a favorable moral and psychological climate in the team, generates trust between people, and promotes the voluntary assumption of increased obligations. Modern socio-economic conditions dictate the need for a manager to be able to combine different management styles, the choice of which depends on many factors. This style is called reflexive (equal, functional, supportive) - it assumes the equal participation of all team members, within the framework of their competence, in solving emerging problems. Powers are delegated within the framework of assigned tasks. Control over the result is carried out in conjunction with the function of psychological support for subordinates, which allows the latter to develop their professional competence and professionally important qualities. From the point of view of the scale of tasks to be solved in the direct management of activities, there are 4 levels of management: General Director - strategic management. Deputy General Director - tactical management. Heads of services, departments - operational and economic management. Chiefs, shift supervisors - operational and executive management. In comparison, the advantages and disadvantages of leadership styles are presented in Table No. 1. The disadvantages of each of the leadership styles are obvious: authoritarian - allows all participants in the activity to act strictly within the framework of designated responsibilities, since initiative is punishable; democratic - delays the implementation of the result due to leaving discussion, reasoning on the problem and an insufficiently indicated degree of responsibility for each; liberal - denies the possibility of making reasonable decisions; reflective - usually consciously desirable, but absent in the actual practice of the organization's leaders. The dependence of the effectiveness of the group on the nature of the leader's influence on it is presented in Table No. 2. Thus, in effective activity: coercion gives way to persuasion, control to trust, submission to cooperation. Such reflexive management, aimed at creating managed autonomy, facilitates the natural application of new leadership methods. We examined how leadership styles affect moral and psychological team climate.It is clear from the material that a rationally acting leader will try to maintain a reasonable balance of power. The power he uses should be necessary and sufficient to achieve goals, but not cause his subordinates to feel that they are being manipulated, and not provoke them to show disobedience. But in shaping the psychological mood of subordinates, the personality of the leader and his characteristic manner of interaction with others are of no small importance. It is not only the company that has an image, but also the people who work in it. In this regard, there are especially great demands on the leader. Leaders are not born: ordinary people are born in all the diverse combination of inherited or acquired advantages and disadvantages. Throughout his life, a person changes, develops, improves, losing something, gaining something in return. Together with him, his best qualities also develop, sometimes to such an extent that in some, usually non-standard, situations they become, if not obvious shortcomings, then sharp character traits. Thus, restraint and rationality become emotional coldness, pragmatism; determination, courage - a penchant for risk, adventurism; caution, the ability to take a wait-and-see attitude - avoidance of personal responsibility, lack of initiative; willingness to take responsibility and act without waiting for orders - with authority, self-will; perseverance and determination - stubbornness and perseverance, etc. It is very difficult, sometimes impossible, for an adult to correct himself. In everyday life, close people simply adapt to each other’s shortcomings and do not pay attention to them. But at work, where most of life is spent, this is impossible. Especially when it comes to leaders who are called upon to organize, unite and direct the energy of their subordinates in the right direction. Working under the leadership of a person who is friendly, respects his subordinates and colleagues, and shows tact in communicating with them is, of course, pleasant and interesting. In a team headed by such a leader, an atmosphere is usually created that has a beneficial effect on the attitude of subordinates to their responsibilities and to each other. Conversely, the behavior of another leader, based on disrespect for people, the desire to make them dependent on himself personally, contributes to chronic emotional stress, breakdown of discipline and decrease in work motivation. A leader must be able to be critical of himself, evaluating his actions, systematically do self-analysis, know your strengths and weaknesses, determine your capabilities and honestly admit your potential mistakes. “You can’t build an airplane with planers!” - said the father of astronautics Korolev. At any enterprise, the main reason that interferes with normal work and team unity is the rudeness of the boss and the opposition of his own interests to the interests of the team, “petty supervision,” “suppression of personal initiative.” The leader’s even, without extremes mood allows him to maintain a stable psychological climate in the team . It is difficult to communicate with a leader who constantly demonstrates a volcanic temperament - you can get burned. An angry person is dangerous to others and harms himself. There are also other types who look at everything through mourning glasses. Everything is bad for them, they are always dissatisfied with everything, they are always waiting for trouble, a catch, explaining their bad mood by the stupidity and sluggishness of their subordinates. Such leaders cause severe irritation in their subordinates, which increases the level of adrenaline in the blood and provokes similar behavior on their part. And this further aggravates the situation and poisons life. The leader’s mood should not change under the influence of external circumstances or emerging thoughts. It is extremely important to control yourself and not give in to emotions. For example, Caesar, having landed on the African coast, stumbled and, spreading his arms, fell flat to the ground. The retinue froze, and the commander smiled and exclaimed: “Africa, I.