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INGLS
TEXT
Hundreds of studies have assessed leadershipstyles, mainly by
having employees report on how
their managers typically behave. Researchers havealso collected
information on how effectivemanagers are. After large numbers of
such studiesbecame available, reviewers aggregated
themquantitatively to discover what kinds of leadershipare
effective.
One conclusion that has emerged based onthe research of the past
30 years is that a hybridstyle known as transformational leadership
is highlyeffective in most contemporary organizationalcontexts.
A transformational leader acts as aninspirational role model,
motivates others to gobeyond the confines of their job
descriptions,encourages creativity and innovation, fosters
goodhuman relationships, and develops the skills offollowers. This
type of leadership is effectivebecause it fosters strong
interpersonal bonds basedon a leaders charisma and consideration of
others.These bonds enable leaders to promote
high-qualityperformance by encouraging workers rather
thanthreatening them, thus motivating them to exceed
basic expectations.
By bringing out the best in others,transformational leaders
enhance the performanceof groups and organizations.
Transformational leadership is androgynousbecause it
incorporates culturally masculine andfeminine behaviors. This
androgynous mixing of themasculine and feminine means that skill in
thiscontemporary way of leading does not necessarilycome naturally.
It may require some effort and
thought.
Men often have to work on their social skillsand women on being
assertive enough to inspireothers. It is nonetheless clear that
both women andmen can adapt to the demands of leadership in
thetransformational mode.
One of the surprises of research on
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transformational leadership is that female managersare somewhat
more transformational than malemanagers. In particular, they exceed
men in theirattention to human relationships. Also, in
deliveringincentives, women lean toward a more
positive,reward-based approach and men toward a more
negative and less effective, threat-based approach.In these
respects, women appear to be betterleaders than men, despite the
double standard thatcan close women out of these roles.
Why are women leaders moretransformational when they are less
likely to becomeleaders in the first place? One reason is that
thedouble standard that slows womens rise would workagainst
mediocre women while allowing mediocremen to rise. As a
consequence, the women whoattain leadership roles really are better
than the
men on average.
It is also true women generally avoid moredomineering, command
and control behaviorbecause of the backlash they receive if they
lead inthis way. Men can often get away with autocraticbehavior
that is roundly disliked in women.Ironically, this backlash against
domineering womenmay foster good leadership because theandrogynous
middle ground is more likely to bringsuccess. Leaders gain less
from ordering othersabout than from forming teams of smart,
motivated
collaborators who together figure out how to solveproblems and
get work done.
From: http://www.nytimes.com/ 2013/03/20
QUESTIONS
55. As to the leadership pattern that requires attitudes based
on features of both male and femalebehaviors, one may infer that
it
A) is the easiest way, for it is what someone would normally
do.B) brings satisfaction to people under command, but not to the
leader.
C) leads managers to avoid it because of prejudice.D) makes
leaders reflect and struggle to become skillful in this way of
leading.
56. According to the research results, women tend to do better
in terms of the application of thetransformational type of
leadership because of theirA) longer hours of work at the office.B)
very assertive and sometimes intimidating approach.C) considerate
and rewarding way of dealing with people.D) attitude in relation to
men under their command.
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57. Further exploring the apparently paradoxical reasons why
women leaders are more successful intransformational leadership
than men, the text mentions the fact thatA) because of gender
inequality, only women who are really good get leading positions.B)
women seem to have a better performance in job interviews.C) men
are usually more willing to get jobs done when led by women.
D) due to gender issues, leading women usually try to make men
seem mediocre.
58. Among the factors that make transformational leadership
effective, the text mentionsA) the increasing equality of treatment
for men and women.B) the connection established with people based
on respect and motivation.C) a return to traditional strategies
long forgotten in the business world.D) the extensive use of
coercive behavior disguised in new roles.
59. As to the effectiveness of managers, researchers have found,
after many years of study,thatA) an inspirational style can
encourage creativity among mediocre men.B) masculine behavior leans
toward a rewardbased approach.
C) the androgynous pattern seems to be preferred by men.D) the
so-called transformational style is very positive in many
contexts.
60. Women usually refuse to behave in a domineering way due to
the fact that theyA) think it is unlikely to bring success.B)
receive backlash when they lead in this manner.C) prefer to make
believe they are treatingcollaborators in a friendly way.D) dislike
any kind of threat-based approach.
Gabarito55. A
56. A57. C58. B59. D60. B
