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更多“A leader is someone who has managerial authority and can influence others.”相关的问题
Which one is Nick's idea about the leader？
A．Everyone has the access to leadership.
B．Leaders create the worst work situation.
C．Books can help to improve people' ability and make someone a leader.
D．The real leaders are born.
As used in this passage, a deviant is someone who ______.
A．is a popular member of society
B．uses his money to help others
C．is a respected leader of society
D．does not obey the rules of society
Why is this speech being made？
A．To announce a research project.
B．To honor someone who is retiring.
C．To choose a leader for a company.
D．To request participation in a program.
SECTION 1 (10 points)
Listen to the following passages and then decide whether the statements below are true or false. There are 10 questions in this section, with 1 points each. You will hear the recording only ONCE. At the end of the recording, you will have 2 minutes to finish this section.
听力原文： For most of us, success and the ability to control our own fate are linked to our ability to lead. Leadership, in fact, is something that concerns everyone. A leader does not necessarily occupy a formal leadership position, for example, as the assistant secretary of state or the chief executive officer. Very often people with leadership titles are not necessarily leaders. Parents, spouses, teammates, colleagues, friends, classmates or playmates can all be leaders if they so desire. A teacher can also be as a leader as he or she is a friend. In fact, most of us spend a great deal of time trying to get other people to do willingly what we want them to do, and that, in the purest sense of the term, is what leadership is all about. Of course, we can force people to do things for a short period of time, but that is not leadership. A true leader is apt to persuade and influence other people to accept his ideas, to follow him and to take action.
So, what is the essence of leadership？ Basically, what is required of a true leader？ It is communication. Without communication, leadership does not exist. It is impossible to get someone to do something without verbal or nonverbal communication. We rely on communication to manage and motivate. We use communication to resolve conflict and facilitate innovation as well as to negotiate.
We may expect our leader to be frank, direct, and to the point. We may also expect that our ideal leader listens, is willing to talk, is open to discussion and constructive suggestions, is receptive to new ideas, and is supportive. But, in most social interactions and economic activities, an ideal and recognized leader invariably emerges as the most competent communicator.
Success has something to do with leadership.
A．正确
B．错误
Task 1 Fill in the blanks with the right words or phrases. Change the form where necessary. resolve play favorites connect with barrier take a step beyond effective avoid acknowledge put oneself in someone else's shoes pay attention to 1. If you _______________________, you will not complain about it again. 2. As a public official, you should __________________ your words and behaviors. 3. To be successful in your professional life you should learn how to ________________ your colleagues. 4. Talking about others behind their backs is a ______________ to interpersonal relations. 5.Our government should adopt _____________measures to solve the unemployment problems. 6. When he is in anger, you should ___________ conflicting with him. 7. To demonstrate your sincerity you should __________ apologizing. I guess they need compensation. 8. A fair leader is one who tries to avoid ____________. 9. Can you help me ____________ this technical problem？ 10. With so much evidence against him he had to _______________ his error.
Although leaders are often thought to be people with unusual personal ability, decades of research have failed to produce consistent evidence that there is any category of "natural leaders". It seems that there is no set of personal qualities that all leaders have in common; rather, virtually any person may be recognized as a leader if the person has qualities that meet the needs of that particular group.
Furthermore, although it is commonly supposed that social groups have a single leader research suggests that there are typically two different leadership roles that are held by different individuals. Instrumental leadership is leadership that emphasizes the completion of tasks by a social group. Group members look to instrumental leaders to "get things done". Expressive leadership, on the other hand, is leadership that emphasizes the collective well-being of a social group's member. Expressive leader are less concerned with the overall goals of the group than with providing emotional support to group members and attempting to minimize tension and conflict among them. Group members expect expressive leaders to maintain stable relationships within the group and provide support to individual members.
Instrumental leaders are likely to have a rather secondary relationship to other group members. They give orders and may discipline group members who inhibit attainment of the group's goals. Expressive leaders cultivate a more personal or primary relationship to others in the group. They offer sympathy when someone experiences difficulties or is subjected to discipline, are quick to lighten a serious moment with humor, and try to resolve issues that threaten to divide the group. As the differences in these two roles suggest, expressive leaders generally receive more personal affection from group members; instrumental leaders, if they are successful in promoting group goals, may enjoy a distant respect.
The passage mentions all of the following ways by which people can become leaders EXCEPT______.
A．recruitment
B．formal election process
C．specific leadership training
D．traditional cultural patterns
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
The Science of Persuasion
If leadership consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic (有魅力的)and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied.
The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, ask peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it's worth the rune to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and clearly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to (服从) experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it's self-evident. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data.
Experiments have confirmed the assumption of many executives.
A．Right
B．Wrong
C．Not mentioned
The Science of Persuasion
If leadership consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic (有魅力的) and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied.
The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, ask peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it's worth the time to uncover real similarities and offer genuine praise.
Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and clearly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to(服从) experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it's self-evident. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data.
Experiments have confirmed the assumption of many executives.
A．Right
B．Wrong
C．Not mentioned
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