An effective leader has a quality that makes him/her easily noticed. - 试题答案网问答

第1题

An effective leader sets the tone for the team, encourages a positive workplace culture, and is able to () cultural change.

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第2题

Which of the following statements about leadership can be inferred from paragraph 2？A．pers

Which of the following statements about leadership can be inferred from paragraph 2？

A．person who is an effective leader of a particular group may not be an effective leader in another group.

B．Few people succeed in sharing a leadership role with another person.

C．A person can best learn how to be an effective leader by studying research on leadership.

D．Most people desire to be leaders but can produce little evidence of their qualifications.

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第3题

In the third paragraph, Dr Bandy suggests thatA.Amany employees do not enjoy working in te

In the third paragraph, Dr Bandy suggests that

A.A many employees do not enjoy working in team

B.B some managers are not very effective team leader

C.C some teams are created unnecessaril

D.D few teams are well organise

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第4题

The term "leadership" is one of the most difficult in an【M1】______ educational administra

tion. To some, a leader is simple one who is【M2】______ followed. Presumably by that definition, a good leader is one who is followed consistently and reliably by large numbers of people. But that leads to the difficulty of Hitler of a "good leader". So, some【M3】______ will argue either that leadership itself involves both followers and a good sense of direction or that, at least, good leader involves【M4】______ an approved direction. The latter distinction leaves one with the ambiguity of the "bad leader" being either one who is not followed or, very different another who is followed but in a disapproved direction.【M5】______ In addition to those definitional problems, some people believe they know what "good leadership style" is. It may be decisive but what it is its supporters know it is "good". Such people are likely to【M6】______ substitute the criterion of style. with the criteria of having followers【M7】______ and having an appropriate direction. Some people go even further. They assume that good leadership style. is an important end in itself. They give their favoring style. an attractive name like "democratic【M8】______ leadership". In that way, principals who have a "democratic" style. are automatically deemed good, so they may be ineffective and【M9】______ unpopular. The ineffectiveness and unpopularity are explained away; the principal is not "really a democratic leader, because, if she was,【M10】______ she would be effective and popular! "

【M1】

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第5题

HABITS OF HIGHLY EFFECTIVE COMMUNICATORS

It's no secret that good leaders are also good communicators.Indeed,communication and leadership are inextricably tied.How can you galvanize,inspire or guide others if you don't communicate in a clear,credible and authentic way?Here are 5essential communication practices of effective leaders:

1.Mind the say-do gap.Trust is the bedrock of effective leadership-your behavior is your single greatest mode of communication,and it must be congruent with what you say.If your actions don't align with your words,you a restoring up trouble for the future.

2.Make the complex simple.Effective leaders distill complex thoughts and strategies into simple,memorable terms that colleagues and customers can grasp and act upon.The most important thing is to clarify what you want to say,lookout for technical jargon and avoid business speak,which add complexity.Say what you mean in as few words as possible.

3.Find your own voice.Use language that's distinctly your own;let your values come through in your communication.Correct use of language and grammar are important,of course,but don't become overly fixated on eloquence for eloquence's sake;concentrate on being distinct and real.People want real,people respect real,people follow real.

4.Be visible.Visibility is about letting your key stakeholders get a feel for who you are and what you care about.Don't hide behind a computer and only interact with people electronically-see them face to face and voice to voice,and interact with them in a real,substantial way.In today's environment,where people are often burned out,it's important for employees to have a personal connection with you and the work you believe in.Show the

people that work for you that you're engaged and that you care about them and their work.

5.Listen with your eyes as well as your ears.Effective communication is a two-way process,and good leaders know how to ask good questions,and then listen with both their eyes and their ears.Because you are in a position of authority,others maybe reluctant to express their real opinions to you directly.You won't always get

direct feedback,so you need to also be able to read between the lines and look for the non-verbal cues. 26.Communication and leadership don't always go hand in hand.

2.The say-do gap happens when people misunderstand their leader's intention.

3.Using technical jargon makes a leader convincing.

4.Communicating sincerely is always the best.

5.Observation is as important as communication when you want to know what people really think.

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第6题

？Read the following extract from an article about leadership in companies' management, and

the questions followed.

？For each question 15—20, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose.

It has been said that management is a science and that leadership is an art. Management is comprised of concrete, measurable skills: planning, organizing, directing, and controlling. Thumb through any management textbook and you'll see specific models, formulas, procedures, or techniques for monitoring and controlling performance output. Controlling productivity through adherence to standards is the stock-in-trade of the effective manager. It's not always an easy task, and talented managers should be given the credit they deserve in helping their organizations succeed.

No organization can survive for very long, let alone earn any sort of substantial profits, without sound management. But management alone is not enough in today's marketplace. It is the right balance, a combination of efficient management and leadership that every organization is seeking.

Just what is the new model of leadership for the 21st century？ It revolves around five abstract qualities. Managers may possess some or all of these abilities to one degree or another, but these skills are distinct from the particular qualities that define management. To better understand how leadership and management differ, lefts review the five leadership competencies.

Self-mastery is the foundation upon which a leader's credibility is built and from which a leader's image will evolve. Self-mastery involves awareness, acknowledgment, and acceptance. It's about discovering the qualities that make you special and unique. It's about your own talents and abilities-your personal areas of excellence. Effective leaders create opportunities to showcase their natural abilities. They uncover their potential talents by continually st. retching themselves and pushing themselves to their limits. At the same time, however, the successful leader acknowledges his or her limitations. To achieve true self-mastery you must accept yourself, including your faults, totally and unconditionally.

Vision is in many ways the heart and soul of leadership. While the manager must deal with issues and produce results on a day-to-day basis, a leader must focus on both the present and the future. The manager's concern is today; the leader has a vision for tomorrow. But simply having a vision is not enough; you must make others believe in it, too. Put your plans for the future before the eyes and ears of the people around you. When other people begin to buy into your vision and make it their own, good things start to happen—and happen quickly. Leaders turn their vision into reality by constantly letting others know what's in it for them.

"Personal power" is the ability to influence and persuade others. It is not to be confused with "position power". Position power is embedded in hierarchical, organizational structure. Personal power is earned. You do not necessarily need to have direct authority over others to display personal power. In fact, in the most successful companies, leadership exists at all levels. Develop personal power by being dependable, following through on commitments, and demonstrating concern for the welfare of others. People will recognize your personal Fewer and look to you for direction.

Empowerment completes the set of leadership skills. Although it has become a buzz word in the 90's, leaders have been aware of the concept of empowerment throughout the ages. Empewerment is the process by which a leader enables other individuals to successfully complete a certain job or task. It is a technique that allows you to delegate responsibility for tasks throughout your organization, even at the lowest levels. As a leader, it is in your interest t

A．management skills

B．leadership principles

C．the qualities that define management

D．the distinction between management and leadership

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第7题

听力原文： Leadership is the global obsession. Many writers and psychologists try to go ins

ide the mind of the leaders. Kets de Vries here describes the psychological profile of successful CEOs. He explores top executives' vulnerabilities.

You've studied the psychology of leaders in your whole life. How do you identify the successful ones？

The first thing I look for is emotional intelligence — basically how self-reflective is the person？ Of course, emotional intelligence involves a lot more than just being introspective. It also involves what I call the teddy bear factor. Do people feel comfortable with you？ Do they want to be close to you？ An emotionally intelligent leader also knows how to single people out and say, "Hey; Deborah, you are special. I've looked a long time for you." In general, emotionally intelligent leaders tend to make better team players, and they are more effective at motivating themselves and others. Furthermore, leaders do not always learn skill of emotional intelligence on the job. Of course, over the years, I've met highly successful executives who are not self- reflective at all. They are total doers. You have to be a doer to make it in business.

Nevertheless, in my experience, the most effective leaders are able to both act and reflect, which prepares them to manage for the long term.

Do the background of successful leaders you've studied have anything in common？

There is evidence that many successful male leaders had strong, supportive mothers and rather remote, absent fathers. This is beautifully exemplified by Jack Welch, who in his autobiography, describes his attachment to a powerhouse of a mother and depicts his father, a train conductor, as pleasant enough but not very present. However, when it comes to women, it's harder to explain what makes for success. But it does seem that the model for great women leaders is more complicated than that of great male leaders. As with the men, some strong women leaders had powerful, supportive mothers. But others had powerful fathers.

Would you say that culture plays a role in determining what type of leader you have？

Certainly, different cultures have very different expectations of leaders. In America, for instance, a leader is a big shot. He takes himself very seriously, and other people regard him as a kind of support. In Dutch culture, a leader is someone who suffers. A leadership style. that would be effective in Sweden, for example, may be quite malfunctional in Russia. On the other hand, corporate culture varies enormously as well, and companies differ in how they regard factors such as power, status, and hierarchy. There are also great differences in the way executives from various national cultures look at control and authority.

You often write that executives are irrational. What do you mean by that？

Well, ff you study executives, you quickly see that they don't behave rationally all the time. Indeed, irrational behavior. is common in organizational life. The mental health of senior executives is very subtle. They can't be too crazy or they generally don't make it to senior positions, but they are nonetheless extremely driven people. But executives don't like to hear this, they like to think they are totally in control.

Now to sum up, what is your prescription for healthy leadership？

Self-awareness and a well-rounded personal life, as well as an ability to suffer fools and laugh at yourself.

？ You will hear an interview with Dr. Kets de Vries, a psychologist on leadership.

？ For each question 23-30, mark one letter (A, B or C) for the correct answer.

？ You will hear the interview twice.

Emotional intelligence concerns mainly with self-reflective and

A．decision making.

B．personal achievement.

C．the relationship with others.

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第8题

听力原文：People management skills are the most important skills a manager can develop. Wha

听力原文： People management skills are the most important skills a manager can develop. What differentiates a leader from a manager is that the leader has acquired not just the technical and strategic skills but the interpersonal skills to make things happen.

No doubt on your way up through the ranks, you have come across managers who are lacking in interpersonal skills, though they may be good at other aspects of their jobs. And you know, their future will be affected greatly by this lack of human skills.

Our program is totally devoted to developing those managerial skills in people on their way to the top. It covers motivating, assessing, rewarding, leading and developing people. Very simple models of interpersonal relationships are used to focus attention on understanding one's own behavior, its impact on others, understanding the goals of others and integrating a group into a winning team.

Professor John Hunt, Program Director, deliberately limits the number of people on this program to guarantee personal attention between tutors and participants. To match the content precisely to your needs, we ask you to do some pre-course work which includes a survey of those who work with you. This data is linked to our own large databank on how effective managers operate. We then work with you to develop your own specific goals as a manager.

(26)

A．Managers who want to strengthen their leadership.

B．Managers who want to improve their strategic and technical skills.

C．Managers who lack managerial skills in general.

D．Managers who lack human management skills.

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第9题

【A1】A.DECIDE WHAT YOU CAN AND CAN"T LIVE WITH. B.OPEN PEOPLE"S MINDS BY BEING OPEN MINDED

【A1】

A.DECIDE WHAT YOU CAN AND CAN"T LIVE WIT

H.

B.OPEN PEOPLE"S MINDS BY BEING OPEN MINDE

D.

C.CALMNESS IS A COMMODITY.

D.CREATE A VISION THAT OTHERS CAN SE

E.

E.START WITH YOURSEL

F. LEADERSHIP THROUGH CHALLENGING TIMES STRONG LEADERSHIP IS PREFERABLE WITHIN ANY ECONOMIC CLIMATE, BUT IT IS CLEARLY AN ESSENTIAL QUALITY IN TIMES OF ECONOMIC AND COMMERCIAL UNCERTAINTY.LEADERSHIP SKILLS ARE HIGHLY PRIZED WITHIN COMPANIES AND ORGANISATIONS, AS THEY CAN GENUINELY AFFECT THE PRODUCTIVITY, MOTIVATION AND PERFORMANCE OF EMPLOYEES, AND THUS ADD TO THE COMPANY"S BOTTOM LINE AS A WHOL

E.HERE ARE SOME TIPS ON BECOMING A MORE EFFECTIVE LEADER. 【A1】______ NO PERSON CAN EXPECT TO INFLUENCE AND EARN THE RESPECT OF OTHERS IF THEY ARE NOT DEMONSTRABLY IN FULL CONTROL OF THEIR OWN PROFESSIONAL LIVES.THIS IS NOT JUST ABOUT SETTING A GOOD EXAMPLE TO OTHERS, ALTHOUGH THAT IS IMPORTANT, BUT IT IS ALSO THE REALIZATION THAT AN EFFECTIVE LEADER SHOULD ALSO LEAD THEMSELVES AS AN INTEGRAL COMPONENT OF THE COMPANY, RATHER THAN BEING A DISTANT FIGURE THAT SIMPLY DELEGATES ORDERS AND WORKLOADS.IT IS ONLY THROUGH BEING ON TOP OF YOUR GAME THAT YOU CAN BEGIN TO START DEVELOPING THE TONES, QUALITIES AND SKILLS TO INSPIRE AND MOTIVATE OTHERS. 【A2】______ IN A WORLD OF COMMERCIAL UNCERTAINTY, CALMNESS BECOMES A DIMINISHING AND THEREFORE VALUABLE RESOURC

E.WE HAVE ALL BEEN AT POSITIONS WITHIN OUR CAREERS WHERE WE HAVE BENEFITED FROM THE COOLHEADED THINKING OF OTHERS, AND GREAT LEADERS TEND TO EXUDE A CONFIDENCE AND CALMNESS REGARDLESS OF THE TURMOIL AROUND THE

M.IF YOU WANT TO LEAD AND MOTIVATE OTHERS, ESPECIALLY DURING TOUGH COMMERCIAL TIMES, YOU MUST FIRST ESTABLISH A REPUTATION FOR CALM, CLEAR THINKING YOURSEL

F. 【A3】______ TO BE TRUE LEADER AMONGST YOUR COLLEAGUES, YOU MUST FIRST DEVELOP A VISION OF THE COMMERCIALFUTURE THAT YOU MIGHT ULTIMATELY COMMUNICATE AND LEAD THEM TOWARDS.YOUR VISION MUST BE AS SHREWD AS IT IS COHERENT, AS COMPREHENSIVE AS IT IS INCLUSIVE, AND AS ACHIEVABLE AS IT IS FAR REACHIN

G.LOOK AROUND YOU AT PEOPLE THAT YOU BELIEVE TO BE EFFECTIVE LEADERS, AND YOU WILL FIND THAT THEY GENERALLY HAVE A SINGLE-MINDED GRASP OF BOTH THE CURRENT SITUATION AND THE DESIRED OUTCOMES OF THE FUTUR

E.THIS ABILITY TO PERCEIVE ACTIONS THAT WILL MAKE A POSITIVE IMPACT ON YOUR COMPANY"S FUTURE PERFORMANCE AND ACHIEVE AGREEMENT AMONGST YOUR COLLEAGUES TO WORK TOWARDS SHARED GOALS IS AT THE CORE OF PROFESSIONAL LEADERSHIP. 【A4】______ PARTICULARLY DURING TIMES OF COMMERCIAL AND ECONOMIC PRESSURE, AN OPEN MIND AND A FLEXIBILITY OF APPROACH ARE KEY COMPONENTS OF YOUR LEADERSHIP SKILLS.THERE WILL BE PRESSURE TO DELIVER RESULTS, ALTHOUGH AN OPEN MIND IS A CREATIVE MIND, AND A CREATIVE, INNOVATIVE APPROACH MAY WELL PAY DIVIDENDS IN TODAY"S CHALLENGING CONDITIONS.BY KEEPING AN OPEN MIND, AND BEING ENCOURAGING TOWARDS YOUR COLLEAGUES" IDEAS, YOU WILL NOT ONLY INSPIRE THEM TO INNOVATE FURTHER, BUT YOU MAY WELL ALSO FIND THAT A COLLABORATIVE EFFORT OFTEN YIELDS THE BEST RESULTS. 【A5】______ SETTING THE BOUNDARIES OF WHAT YOU CONSIDER TO BE ACCEPTABLE LEVELS OF PERFORMANCE AMONGST BOTH YOUR COLLEAGUES AND YOURSELF IS KEY TO EFFECTIVE LEADERSHIP.IN DOING THIS, AND DOING IT AS EARLY AS POSSIBLE, YOU SHOULD ENSURE CLEAR GUIDANCE IS LAID DOWN AS TO YOU EXPECT PEOPLE TO OPERAT

E.IT IS ALSO WISE TO BE A REALIST, HOWEVER, AND TO ACCEPT THAT THERE MAY BE SOME THINGS THAT YOU MAY WISH TO, BUT CANNOT CHANGE IN THE SHORT TER

M.BUT THEN IS WHAT THE MID AND LONG TERM IS FOR.

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第10题

【A3】A.DECIDE WHAT YOU CAN AND CAN"T LIVE WITH. B.OPEN PEOPLE"S MINDS BY BEING OPEN MINDED

【A3】