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  3. One airline chief executive officer (CEO) was the master of the personal tou

One airline chief executive officer (CEO) was the master of the personal tou

游客2024-02-19  17
问题     One airline chief executive officer (CEO) was the master of the personal touch. Spending hours with his employees and getting to know their J9bs, he persuaded them to accept pay cuts in return for an ownership stake. The concession put the company so solidly in the black that the CEO was able to sell it for $ 860 million. Another CEO scolded managers in front of others, cut one third of the work force and so embittered the survivors that his airline began to lose money, and the board of directors fired him.
    In any test of knowledge or IQ, the two CEOs would have .dueled to a draw. The difference was their ability to handle relationships, argues Daniel Goleman in his new book, Working With Emotional Intelligence.  Building on his 1995 bestseller, Emotional Intelligence, Goleman now probes how El relates to the world of work. As he did in his earlier book, Goleman masterfully explains how a low EI hinder peoples full intellectual potential by flooding the brain with stress hormones that impair memory, learning and thinking. The heart of the book, though, is an analysis of data collected from more than 150 firms on what distinguishes so-so performers from super- stars. Golemans findings: conventional intelligence takes second position to emotional intelligence in determining job performance. In jobs ranging from repairman to scientist, IQ accounts for no more than 25 percent of the difference between, say, a successful high tech entrepreneur and a failed one. In another surprise, the contribution of IQ shrinks and the contribution of EI rises with the difficulty of a job and how high it ranks in an organization. Based on traits that companies say distinguish winners from losers, Goleman concludes that EI carries much more weight than IQ in determining success at the top.
    However, the many examples of CEOs and other people in top positions who have the emotional intelligence of a snake--but still were CEOs-undermine the case for EIs indispensability in business. But even if you accept that EI determines who excels, you have to wonder if it should. Goleman describes how 112 entry-level accountants were judged more or less successful by their bosses according to their level of EI rather than their actual skill. No wonder so many auditors fail to notice cooked books. [br] The author of this Passage regards Goleman’s findings as _________.
选项 A、very important
B、very surprising
C、doubtful
D、meaningless
答案 C
解析 态度观点题。段首however一词明确表明了这种态度，第一句大意是，很多例子说明有些高层领导的情商并不高，所以情商在工作中并不是如此不可或缺，第二句大意是，即使承认情商的重要性，这是否恰当也是我们必须考虑的，第三句大意是，Goleman在书中描述了112名初级会计师的领导根据他们的情商认为他们是成功的，第四句接着说，难怪许多审计员都看不出伪造账本。所有这些都表现出作者的态度，即对Goleman新书结论的质疑，所以选C。
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