填空题Directions:You are going to read a list of ]wadings and a
text about leadership. Choose a heading from the list A-F that best fits the
meaning of each numbered part of the text. The first and last paragraphs of the
text are not numbered. There is one extra heading which you do not need to
use. A. Thinks Positively. B. Knows That
Principles Are More Important than Rules. C. Possesses a Sense
of Humor. D. Communicates Facts That Are Hard to
Take. E. Cares for Others and Their Well-being.
F. Has Integrity and Authenticity. G. Order Is
Important. Much has been written about the tasks of leaders and
the skills required for leadership. There has been considerable debate about the
question of whether leaders are born or made. Likely behind these arguments is
the difference between personal characteristics that some people have at birth
and skills that one can acquire through education and practice. But the
important personal characteristics, while they may seem innate in some people,
can be cultivated, and indeed, require cultivation in all of us. For unless they
are strengthened through conscious attention and cultivation, they can, for
example, easily be forgotten or ignored in the craziness of activity often
associated with leadership. What are some of these characteristics? One could
make many lists, but here are five personal traits that seem especially
important. A good leader: {{U}} {{U}} 1
{{/U}} {{/U}}An effective leader is "genuine", internally and externally
consistent. A good leader is one of whom it can be said, "What you see is
what you get" —there is never any wonder as to whether the imaage, the "person"
presented to the world, really reflects the person. Such a leader has
honesty—he/she says what he/she means, means what he/she says. A good leader has
a consistency of purpose, operates out of discernible principles, and "stands
for" something worthwhile and detectable. Honesty and reliability require
self-reflection, the ability to understand oneself honestly, the capacity to
assess one's strengths and weaknesses accurately, and acceptance of one"s
self. {{U}} {{U}} 2 {{/U}} {{/U}}A good leader
takes responsibility seriously but never takes himself seriously. Such a leader
can help people relax and get through tough situations in good
spirits. {{U}} {{U}} 3 {{/U}} {{/U}}A good
leader understands that nothing except a great work of art can be done by one
person alone—that something of lasting value is almost always the result of a
group effort. But even more than that, a good leader genuinely is concerned with
and interested in others. Such concerning means that a good leader is collegial,
building a sense of group identity and purpose. A good leader "brings out the
best" in each of those who follow, seeks the development and advancement of each
member of the group, and delights in each person's growth in ability and of
character. A good leader rejoices in the success of group members without
announcement of jealousy. A good leader is deliberative, involving the group in
decisions wherever possible and encourages, supports, and applauds the members
of the group. {{U}} {{U}} 4 {{/U}} {{/U}}One of
the primary roles of the leader is to inspire hope, even in a difficult
situation. This is not the same as being blindly optimistic. We think, for
example, of Franklin Roosevelt's "We have nothing to fear but fear itself" or of
Desmond Tutu's observation about apartheid in South Africa that since "it is
difficult to be optimistic, one must have hope. " Such a leader empowers
followers, making them believe that they can accomplish worthwhile but very
difficult things. He actually creates energy in the group by being active
without becoming unrealistic. {{U}} {{U}} 5
{{/U}} {{/U}}A good leader understands that order is important to a group but
that rigidity destroys the followe rs' emotion state. Lasting, empowering order
comes more from trust and the. development of group norms than from regulations
imposed by a leader. Doubtless, everyone would develop a
somewhat different, and in many cases, a longer list of personal
characteristics. But a leader who is conscious of such a list, who questions the
extent to which he or she lives and acts in accord with these traits, and who
deliberately cultivates these characteristics is likely to be a successful and
appreciated leader.