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What leadership modes/heiresses do you see in this case？ List and describe.
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更多“What leadership modes/heiresse…”相关的问题
A.to allow multiple users to enter configurations mode simultaneously
B.to allow configure multiple users in the device
C.to allow multiple users to use multi-layer configuration authority
D.to permit multiple levels of configuration rights
Apple hopes to increase Mackintosh sales chiefly by ________.
A) making its new models capable of running IBM software
B) improving the color graphics of its new models
C) copying the marketing strategies of IBM
D) giving the customers what they want
The authors' research led to a new and telling discovery: that every leader, regardless of age, had undergone at least one intense, transformational experience -- what the authors call a "crucible" (severe test). These events can either make you or break you. For emerging leaders, they do more making than breaking, providing key lessons to help a person move ahead confidently.
If a crucible helps a person to become leader, there are four essential qualities that allow someone to remain one, according to the authors. They are: an "adaptive capacity" that lets people not only survive inevitable setbacks, heartbreaks, and difficulties but also learn from them; an ability to engage others through shared meaning or a common vision; a distinctive and compelling voice that communicates one's conviction and desire to do the right thing; and a sense of integrity that allows a leader to distinguish between good and evil.
That sounds obvious enough to be commonplace, until you look at some recent failures that show how valid these dictums (formal statements of opinion) are. The authors believe that former Coca Cola Co. Chairman M. Douglas Ivester lasted just 28 months because "his grasp of context was sorrowful". Among other things, Ivester degraded Coke's highest-ranking African-American even as the company was losing a ＄200 million class action brought by black employees. Procter & Gamble Co. ex-CEO Durk Jager lost his job because he failed to communicate the urgent need for the sweeping changes he was making.
It's striking, too, that the authors found their geezers (whose formative period, as the authors define them, was 1945 to 1954, and who were shaped by World Wm' Il) sharing what they believed to be a critical trait -- the sense of possibility and wonder more often associated with childhood. "Unlike those defeated by time and age, our geezers have remained much like our geeks (who came of age between 1991 and 2000, and grew up ' virtual' , ' visual' , and ' digital' ) -- open, willing to take risks, hungry for knowledge and experience, courageous, and eager to see what the new day brings", the authors write.
The passage indicates that leadership research ______.
A．has been a controversial study for years
B．predicts how a leader comes to be
C．defines the likelihood to be a leader
D．probes the mysteries of leadership
M: Yes. I feel a totally different life when I have our company.
W: Could you give me some suggestions on how to be a good leader？
M: I think the biggest mistake many people have is that they don't realize there are two parts of leadership. I think leadership comprises visionary direction and implementation.
W: What are they exactly？
M: [22] Visionary direction part is where we are going. What are we trying to accomplish？ And the leaders have to take a major role in setting those. And once the goals are clear, [23] the second part of leadership is how to get there.
W: What's your outlook on those who want to lead and organize their own businesses？
M: Well, I think [24] first of all you have to find something you love to do. Then you have to find out how you can make a business out of that. Then come the big issues in running a business.
W: That is the thing I am most concerned.
M: Not to be eliminated, you need a good finance. You need to have some people to help get off the ground and then you gradually learn about managing and leading people.
W: Say I am someone who is just now entering the work force. I am excited and passionate about what I have chosen to do but somehow I have to keep the passion. How can I maintain that 'kind of excitement so that I can excel？
M: I think [25] the best advice is that when you go to a iob, find somebody who is older than you, who has more experience than you and ask him if he would be your counselor.
(23)
A．The goals of the employees.
B．The objectives of the organization.
C．The structure of the organization.
D．The personal prospect of the leader.
It might be tempting, therefore, to think that the old barriers have been broken down and equal opportunity achieved. But, increasingly, this apparent diversity is becoming a mask for a new type of conformity. Behind the differences in sex, skin tones and mother tongues, there are common attitudes, expectations and ambitions which risk creating a set of clones among the business leaders of the future.
Diversity, it seems, has not helped to address fundamental weaknesses in business leadership. So what can be done to create more effective managers of the commercial world？ According to Valerie Gauthier, associate dean at HEC Paris, the key lies in the process by which MBA programmes recruit their students. At the moment candidates are selected on a fairly narrow set of criteria such as prior academic and career performance, and analytical and problem solving abilities. This is then coupled to a school's picture of what a diverse class should look like, with the result that passport, ethnic origin and sex can all become influencing factors. But schools rarely dig down to find out what really makes an applicant succeed, to create a class which also contains diversity of attitude and approach-arguably the only diversity that, in a business context, really matters.
Professor Gauthier believes schools should not just be selecting candidates from traditional sectors such as banking, consultancy and industry. They should also be seeking individuals who have backgrounds in areas such as political science, the creative arts, history or philosophy, which will allow them to put business decisions into a wider context.
Indeed, there does seem to be a demand for the more rounded leaders such diversity might create. A study by Mannaz, a leadership development company, suggests that, while the bully-boy chief executive of old may not have been eradicated completely, there is a definite shift in emphasis towards less tough styles of management-at least in America and Europe. Perhaps most significant, according to Mannaz, is the increasing interest large companies have in more collaborative management models, such as those prevalent in Scandinavia, which seek to integrate the hard and soft aspects of leadership and encourage delegated responsibility and accountability.
What characterises the business school student population of today？
A．Greater diversity.
B．Intellectual maturity.
C．Exceptional diligence.
D．Higher ambition.
听力原文：W: Can you tell me some of your strong points？
M: With my qualifications and experience, I feel I am hardworking, responsible and diligent in any thing I do.
W: Give me a brief introduction of your current job experience.
M: I have been working as a computer programmer for five years. To be specific, I do system analysis, trouble shooting and provide software support.
W: What have you done for your current organization？
M: I have finished three new projects, and I am sure I can apply my experience to this position.
W: What makes you think you would be a success in this position？
M: My graduate school training along with my internship should qualify me for this job. I am sure I will be successful.
W: Do you work well under stress or pressure？
M: I can deal with it well since it is quite common in my current position.
W: What leadership qualities did you have？
M: I feel that learning how to motivate people and to work together as a team will be the major goal of my leadership.
W: How do you deal with the trouble you have with your colleagues in your work？
M: I will try to present my ideas in a more clear and open way in order to get my points across.
(20)
A．Boss and employee.
B．Teacher and student.
C．Interviewer and candidate.
D．Colleagues.
Besides, it is rattier unrealistic to grade people just according to their intellectual ability. This is only one aspect of their total personality. We are concerned to develop the abilities of all our pupils to the full, not just their academic ability. We also value personal qualities and social skills, and we find that mixed-ability teaching contributes to all these aspects of learning.
In our classrooms, we work in various ways. The pupils often work in groups: this gives them tile opportunity to learn how to cooperate, to share, and to develop leadership skills. They also learn how to cope with personal problems as well as learning how to think, to make decisions, to analyze and evaluate, and to communicate effectively. The pupils learn from each other as well as from the teacher.
Sometimes the pupils work in pairs; sometimes they work on individual tasks and assignments, and they can do this at their own speed. They also have some formal class teaching when this is appropriate. We encourage our pupils to use the library, and we teach them the skills they need in order to do this efficiently. An advanced pupil call do advanced work: it does not matter what age the child is. We expect our pupils lo do their best, not their least, and we give them every encouragement to achieve this goal.
What does the author mean by "held back" (Line 1, Para. 1 ) ？
A．Made to stay in the same class.
B．Obliged to study in the lower class.
C．Prevented from advancing.
D．Concentrated on their studies.
