首页
登录
职称英语
The Genuine ArticleA Many business books assume th
The Genuine ArticleA Many business books assume th
游客
2024-01-09
59
管理
问题
The Genuine Article
A Many business books assume that potential leaders are a blank canvas onto which must be hurled a particular set of habits and characteristics in order to form the perfect chief executive of the future. Others assume that to become a better boss executives need do no more than ape other corporate high-flyers or draw inspiration from leaders in other walks of life. In this vein, for example, there is the Jack Welch model and the Richard Branson model.
B Military commanders are a favourite—military metaphors still abound in the corporate world—and Napoleon and:Alexander feature frequently. Alexander’s record on globalisation, however, is the more appealing in the current business climate. Failure to make it in Moscow and being off shored on St Helena are not to be found on the CVs of potential business leaders of today.
C Rob Goffee and Gareth Jones, two British academics, eschew the notion that effective bosses can be constructed piecemeal. Their implicit message is that bosses are born, or at least made before they delve into books on management. Rather than suggesting that high-quality leaders can be constructed from what they dismiss as an "amalgam of traits", they stress that there are "no universal leadership characteristics". The talent that the pair thinks most Vital is "authenticity".
D After 25 years spent observing well-regarded chief executives and good managers further down the ladder, the authors conclude that authors who are true to characteristics they already possess make the best bosses. Their message to the aspiring high-flyer is "be yourself", have a lot of self-knowledge and be comfortable with who you are. Identikit executives hiding behind the latest management fad, ambitious role players, time-servers and office politicians may manage to creep to the top. However, Messrs Jones and Goffee insist that those they seek to lead will soon find them out. Authenticity cannot be faked, they say, and a little eccentricity won’t hurt either. The authors approvingly cite Mr Branson’s casual style and endearing difference from the norm that his followers appreciate.
E Displaying other differences, foibles or even shortcomings, they say, adds to the authenticity, and they give examples of the kinds of differences that bosses should exude. When CEO of Unilever, Niall FitzGerald gave free vent to his Irishness; Franz Humer’s passion was on display for all to see at Roche; and the BBC revelled in Greg Dyke’s "blokeishness". The authors do concede that there are techniques which can improve leadership. Some characteristics work better than others, so play these up. However, they warn against phoney sincerity, and (perhaps surprisingly) they advocate displays of weakness. Mr Dyke had a notoriously bad temper; Alain Levy of PolyGram could be blunt and emotional. Appear human and your leadership will seem more attractive.
F The authors go on to make some fairly obvious points that the truly authentic and self-aware could probably work out for themselves: be conscious of how well you read situations (and try to get better); conform (but not too much); get close to your underlings (but not too close); and communicate authentically too. Are you better on e-mail or face-to-face? They cite Mr Welch’s use of experiences from his boyhood in his communiqués as a way of conveying authenticity. They suggest trying a little humour—which is surely not a good idea if you are not authentically funny.
G It is a shame that the British authors offer many more examples from Europe than they do from America. The reader is left wondering whether revealing eccentricities in a land where conformity is more highly prized (and weaknesses where capitalism is reddest in tooth and claw) would meet with less success. Wal-Mart, Microsoft and other hugely successful American companies have been led by rather unexceptional people with little sense of humour.
H Readers looking for detailed and specific advice on being a good manager may feel that the authors’ message is a little too vague. Managers who are unpleasant by nature may also want to try another approach. That said, "be yourself" is doubtless good advice for anyone yearning to lead hundreds and thousands of employees. Or indeed anyone merely wishing to lead a happy life. [br] *
选项
答案
authentic and self-aware
解析
转载请注明原文地址:https://tihaiku.com/zcyy/3347100.html
相关试题推荐
GOSSAMER:A、clumsyB、ponderousC、drivenD、sullenE、genuineB
VACCINATION:INOCULATION::A、office:promotionB、ban:businessC、quarantine:
GOSSAMER:A、clumsyB、ponderousC、drivenD、sullenE、genuineB
LICENSE:BUSINESS::A、contract:liabilityB、pledge:preacherC、oath:kinsmen
Inthebusinessworld,thereisgreatantagonismoverthehighlevelofinsecuri
Fearisanormal,legitimateresponsetogenuinedanger.However,whenfearspir
Untilrecently,manyanthropologistsassumedthattheenvironmentofwhatisnow
Untilrecently,manyanthropologistsassumedthattheenvironmentofwhatisnow
Despiteherrelaxedandflexiblestyle,Ms.delaFressangeis______businesswom
Althoughitstayedinbusinessforseveralmonths,thecompanywasactually(i)_
随机试题
CholesterolandHeartDiseaseDoyoukno
以下关于CPU与I/O设备交换数据所用控制方式的叙述中,正确的是()。A.中
E1载波的数据速率是(本题)Mb/s,E3载波的数据速率是()Mb/s。A.
小细胞低色素性贫血时,血液学指标发生下列变化A.MCV↓,MCH正常,MCHC正
已知在反应A+B=C+D中,反应底物与产物的初始浓度c(A)、c(B)、c(C)
下列有关流行性乙型脑炎流行病学的描述,错误的是A.以显性感染为主 B.主要通过
定期对变电站内及周边飘浮物、塑料大棚、彩钢板建筑、风筝及高大树木等进行清理,(_
对风险级别较高的客户,在风险监控过程中要求提高关注度,纳入重点客户清单管理,这属
资本一劳动力最大化标准,强调政府应投资的项目类型是()A.劳动密集型项目
慢性萎缩性胃炎的病理改变中属于癌前病变的 A.明显肠上皮化生 B.中度以上
最新回复
(
0
)