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According to a recent study, a small but growing proportion of the workforce

游客2024-03-07  73
问题     According to a recent study, a small but growing proportion of the workforce is affected to some degree by a sense of entitlement. Work is less about what they can contribute but more about what they can take. It can lead to workplace dysfunction and diminish their own job satisfaction. I’m not referring to employees who are legitimately dissatisfied with their employment conditions due to, say, being denied fair pay or flexible work practices. I’m talking about those who consistently believe they deserve special treatment and generous rewards. It’s an expectation that exists irrespective of their abilities or levels of performance.
    As a result of that discrepancy between the privileges they feel they’re owed and their inflated sense of self-worth, they don’t work as hard for their employer. They prefer instead to slack off. It’s a tendency which many scholars believe begins in childhood due to parents who overindulge their kids. This thereby leads them to expect the same kind of spoilt treatment throughout their adult lives. And yet despite how these employees feel, it’s obviously important for their manager to nonetheless find out how to keep them motivated. And, by virtue of that heightened motivation, to perform well.
    The research team from several American universities surveyed more than 240 individuals. They sampled managers as well as team members. Employee entitlement was measured by statements such as "I honestly feel I’m just more deserving than others". The respondents had to rate the extent of their agreement. Employee engagement, meanwhile, was assessed with statements like "I really throw myself into my work." The findings revealed ethical leadership is precisely what alleviates the negative effects of employee entitlement. That’s because rather than indulging employees or neglecting them, ethical leaders communicate very direct and clear expectations. They also hold employees accountable for their behaviors and are genuinely committed to doing the right thing. Additionally, these leaders are consistent in their standards. They’re also less likely to deviate in how they treat employees.
    This means, when confronted by an entitled team member, an ethical leader is significantly disinclined to accommodate their demands. He or she will instead point out, constructively and tactfully, exactly how their inflated sense of deservingness is somewhat distorted. They’d then go further to explain the specific, and objective, criteria the employee must meet to receive their desired rewards. This shift away from unrealistic expectations is successful because entitled employees feel more confident that ethical leaders will deliver on their promises. This occurs because they’re perceived to be fair and trustworthy. The researchers, however, exercise caution by warning no one single response is the perfect remedy. But there’s no denying ethical leadership is at least a critical step in the right direction. [br] What do the research findings reveal about ethical leaders?
选项 A、They are held accountable by their employees.
B、They are always transparent in their likes and dislikes.
C、They convey their requirements in a straightforward way.
D、They make it a point to be on good terms with their employees.
答案 C
解析 根据题干中的信息词research findings和ethical leaders，答案线索可以定位在第三段。第三段第七句指出，有道德的领导者不是纵容员工或忽视他们，而是传达非常直接和明确的期望。选项C是对原文中的communicate very direct and clear expectations的同义转述，故为正确答案。选项A是利用原文中的hold employees accountable设置的干扰项，原文是说有道德的领导者要求员工对自己的行为负责，而不是员工对他们负责，故排除；选项B与原文相反，原文中说有道德的领导者对待员工的方式不太可能出现偏差，故排除。选项D在文中没有提及，故排除。
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