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  3. Leadership is hardly a new area of research, of course. For years, academics

Leadership is hardly a new area of research, of course. For years, academics

游客2025-03-30  43
问题    Leadership is hardly a new area of research, of course. For years, academics have debated whether leaders are born or made, whether a person who lacks charisma can become a leader, and what makes leaders fail. Warren G. Bennis, possibly the world’s foremost expert on leading, has, together with his co-author, written two best-sellers on the topic. Generally, researchers have found that you can’t explain leadership by way of intelligence, birth order, family wealth or stability, level of education, race, or sex. From one leader to the next there’s enormous variance in every one of those factors.
   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 "crucible". 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 a 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 War II) 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.  [br] The favorable effect of a crucible depends on whether a leader______.
选项 A、proves himself/herself to be a newly emergent one
B、accepts it as a useful experience for progress
C、shrinks back from tiring and trying experiences
D、draws important lessons for his/her followers
答案 B
解析 本题细节定位于第二段最后一句话“For emerging leaders，they do more making than breaking，providing key lessons to help a person move ahead confidently”。由此可知，对于新兴领导者而言，严酷的考验更能成就他们，而非击垮他们，为他们自信地前行提供关键的经验教训。B项“接受它，作为前进的有用经历”，符合原文意思。因此选择B。
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