职场英语二册unit8领导力

StarterIn-depthReadingFollow-upExercisesFurtherReadingVocationalListeningandSpeakingPracticalWritingWorkplaceZoom-inReadingSkillsEnjoyyourself◄BackNext►Starter◄BackNext►Task1Lookatthepicturesbelowandlistsomewordsorexpressionsaboutthem.Thensharewithyourclassmates.1.__________________________2.__________________________3.__________________________4.____________________________________________________1.__________________________2.__________________________3.__________________________4.____________________________________________________BillGatesco-founderofMicrosoftformerCEOofMicrosoftasuccessfulbusinessleaderinAmericaSteveJobsco-founderofAppleInc.formerCEOofAppleInc.asuccessfulbusinessleaderinAmerica•Establishingclearperformanceexpectations()•Frequentlysharinginformationabouttheorganizationaldirection()•Maximizingthetalentsofeachteammember()•Treatingpeoplefairly()•Bringingoutthebestinpeople()•Energizingpeopletowardsacommonobjective()•Displayingflexibilityinmanagementstyle()•Reinforcingpositiveperformance()•Appropriatelyinvolvingtherightpeople()•Leadingbyinfluenceandexample()Starter◄BackNextHomeTask2Thefollowingaresomeleadershipqualities.Discusswithyourpartnerandtickthemostimportantone.Thencompletethesentencetotellthereason(s)foryourchoice.√Ithink____________________________________isveryimportantbecause__________________________________________________________________________________________________________________________________establishingclearperformanceexpectationsanunderstandingofwhatmanagersexpectfromemployeesisessentialforimprovingemployeeperformanceandgoodemployer-employeerelations.In-depthReading◄BackHomeNext►_____________________________________________________________________TextComprehension——Task1Comprehension——Task2Backgroundinformation:Askanygroupofbusinesspeoplethequestion“Whatdoeffectiveleadersdo?”andyou’llhearavarietyofanswers.Leaderssetstrategies;theymotivate;theyputforwardtasks;theybuildaculture.Thenask“Whatshouldleadersdo?”Ifthegroupisexperienced,you’lllikelyhearoneresponse:theleader’ssingularjobistogetresults.In-depthReading◄BackNext►LeadershipThatGetsResults1Manymanagerswronglythinkthatleadershipstyleisdeterminedbypersonalityratherthanstrategicchoice.Insteadofchoosingtheonestylethatsuitstheircharacter,theyshouldaskwhichstylebestmeetsthedemandsofaparticularsituation.In-depthReading◄BackNext►Translation2Researchhasshownthatthemostsuccessfulleadershavestrengthsinthefollowingemotionalintelligencecompetencies:self-awareness,self-regulation,motivation,empathy,andsocialskill.Therearesixbasicstylesofleadership;eachmakesuseofthekeycomponentsofemotionalintelligenceindifferentcombinations.Thebestleadersdon’tknowjustonestyleofleadership—they’reskilledatseveral,andhavetheflexibilitytoswitchbetweenstylesastheconditionschange.In-depthReading◄BackNext►Translation3Managersoftenfailtorealizehowgreatlytheorganizationalclimatecaninfluencefinancialresults.Itcanconsistofnearlyathirdoffinancialperformance.Organizationalclimate,inturn,isinfluencedbyleadershipstyle—bythewaythatmanagersmotivatedirectreports,gatheranduseinformation,makedecisions,andhandlecrises.Thefollowingsixbasicleadershipstylesderivedfromdifferentemotionalintelligencecompetenciesworkbestinparticularsituationsandaffecttheorganizationalclimateindifferentways.In-depthReading◄BackNext►TranslationThecoercivestyle4This“DowhatIsay”approachcanbeveryeffectiveinaturnaroundsituation,anaturaldisaster,orwhenworkingwithproblememployees.Butinmostsituations,coerciveleadershiprestrictstheorganization’sflexibilityanddampensemployees’motivation.In-depthReading◄BackNext►TranslationTheauthoritativestyle5Anauthoritativeleadertakesa“comewithme”approach:hestatesthegeneralgoalbutgivespeoplethefreedomtochoosetheirownmeansofachievingit.Thisstyleworksespeciallywellwhenabusinessisadrift.Itislesseffectivewhentheleaderisworkingwithateamofexpertswhoaremoreexperiencedthanheis.In-depthReading◄BackNext►TranslationTheaffiliativestyle6Thefeatureoftheaffiliativeleaderisa“peoplecomefirst”attitude.Thisstyleisparticularlyusefulforbuildingteamharmonyorincreasingmorale.Butitssinglefocusonpraisecanallowpoorperformancetogouncorrected.Also,affiliativeleadersrarelyofferadvice,whichoftenleavesemployeesinadifficultposition.◄BackNext►TranslationIn-depthReadingThedemocraticstyle7Thisstyle’sinfluenceonorganizationalclimateisnotashighasyoumightimagine.Bygivingworkersavoiceindecisions,democraticleadersbuildorganizationalflexibilityandresponsibilityandhelpgeneratefreshideas.Butsometimesthepriceisendlessmeetingsandconfusedemployeeswhofeelleaderless.◄BackNext►TranslationIn-depthReadingThepacesettingstyle8Aleaderwhosetshighperformancestandardsandexemplifiesthemhimselfhasaverypositiveeffectonemployeeswhoareself-motivatedandhighlycompetent.Butotheremployeestendtofeeloverwhelmedbysuchaleader’sdemandsforexcellence.◄BackNext►TranslationIn-depthReadingThecoachingstyle9Thisstylefocusesmoreonpersonaldevelopmentthanonimmediatework-relatedtasks.Itworkswellwhenemployeesarealreadyawareoftheirweaknes