When we think of leadership, we often think of strength and power. But what are these really, and how do they operate
Leadership today is not about forcing others to do things. If this is even possible, it is short term, and tends to backfire. If you order someone to do something against their will, they may do it because they feel they must, but the anger they feel will do more harm in the long term. They will also experience fear.
Fear causes the thinking brain to shut down, making the person unable to function at his or her best. If they associate you with this emotion of fear, they will become less functional around you, and you will have succeeded in not only shooting yourself in the foot, but possibly making a very good employee or partner unable to perform effectively. Fear has no place in leadership.
The way we influence people in a lasting way is by our own character, and our understanding and use of emotion. We can order someone to do something, which may be part of the workday; or we can employ them at the emotional level, so they become fully devoted to the projects and provide some of their own motivation. Today’s workplace is all about relationships as a human being as well as a worker. Everyone produces just a bit more for someone they like. Leaders understand the way things work. They know the paycheck is not the single most motivating factor in the work life of most people.
The true strength of leadership is an inner strength that comes from the confidence of emotional intelligence—knowing your own emotions, and how to handle them, and those of others. Developing your emotional intelligence is the single best thing you can do if you want to develop your relationships with people around you, which is the key to the leadership skills.
To positively influence employees a leader should first of all ______.

A:provide better suggestions B:develop his own personality C:give his employees a pay raise D:hide his own emotion of fear

Today a pilot is totally dependent on what the air traffic controller on the ground tells him. He can’t see enough to be safe. Flight watch is an instrument intended to help him.
On a screen in front of the pilot, there will be a map of the (21) around the plane. The pilot’s own (22) level or height and his own plane at the center of the (23) will show up. On the map any other planes in the airspace will (24) as spots of light with "tails" showing the direction of their light. The flight watch map is (25) for the other planes are not shown at their true (26) , but at their distances away in flying time. This (27) the problem of fast planes being too far away to be seen (28) likely to make contact in seconds and (29) planes that are close enough to be seen but so slow that there’s no chance of (30) for, say, ten minutes.
The pilot will be able to see on the screen whether another plane’s course conflicts with (31) . The screen will show him the flight number of the other plane, so he can contact air traffic control and ask them about the other plane’s course. Then he can take (32) action if necessary. The screen will show him whether his action puts him (33) from yet another aircraft.
Technically, the (34) will be quite complex. Computers will be necessary on the ground and (35) each aircraft to enable Flight watch to collect data about the plane courses and to calculate the distances between planes. But such small computers are now quite cheap, simple and reliable.

A:it B:his plane C:his own D:its course

Today a pilot is totally dependent on what the air traffic controller on the ground tells him. He can’t see enough to be safe. Flight watch is an instrument intended to help him.
On a screen in front of the pilot, there will be a map of the (21) around the plane. The pilot’s own (22) level or height and his own plane at the center of the (23) will show up. On the map any other planes in the airspace will (24) as spots of light with "tails" showing the direction of their light. The flight watch map is (25) for the other planes are not shown at their true (26) , but at their distances away in flying time. This (27) the problem of fast planes being too far away to be seen (28) likely to make contact in seconds and (29) planes that are close enough to be seen but so slow that there’s no chance of (30) for, say, ten minutes.
The pilot will be able to see on the screen whether another plane’s course conflicts with (31) . The screen will show him the flight number of the other plane, so he can contact air traffic control and ask them about the other plane’s course. Then he can take (32) action if necessary. The screen will show him whether his action puts him (33) from yet another aircraft.
Technically, the (34) will be quite complex. Computers will be necessary on the ground and (35) each aircraft to enable Flight watch to collect data about the plane courses and to calculate the distances between planes. But such small computers are now quite cheap, simple and reliable.

A:it B:his plane C:his own D:its course

When we think of leadership, we often think of strength and power. But what are these really, and how do they operate
Leadership today is not about forcing others to do things. If this is even possible, it is short term, and tends to backfire. If you order someone to do something against their will, they may do it because they feel they must, but the anger they feel will do more harm in the long term. They will also experience fear.
Fear causes the thinking brain to shut down, making the person unable to function at his or her best. If they associate you with this emotion of fear, they will become less functional around you, and you will have succeeded in not only shooting yourself in the foot, but possibly making a very good employee or partner unable to perform effectively. Fear has no place in leadership.
The way we influence people in a lasting way is by our own character, and our understanding and use of emotion. We can order someone to do something, which may be part of the workday; or we can employ them at the emotional level, so they become fully devoted to the projects and provide some of their own motivation. Today’s workplace is all about relationships as a human being as well as a worker. Everyone produces just a bit more for someone they like. Leaders understand the way things work. They know the paycheck is not the single most motivating factor in the work life of most people.
The true strength of leadership is an inner strength that comes from the confidence of emotional intelligence—knowing your own emotions, and how to handle them, and those of others. Developing your emotional intelligence is the single best thing you can do if you want to develop your relationships with people around you, which is the key to the leadership skills.
To positively influence employees a leader should first of all ______.

A:provide better suggestions B:develop his own personality C:give his employees a pay raise D:hide his own emotion of fear

B 　　When we think of leadership, we often think of strength and power. But what are these really, and how do they operate 　　Leadership today is not about forcing others to do things. If this is even possible, it is shortterm, and tends to backfire. If you order someone to do something against their will, they may do it because they feel they must, but the anger they feel will do more harm in the longterm. They will also experience fear. 　　Fear causes the thinking brain to shut down, making the person unable to function at his or her best. If they associate you with this emotion of fear, they will become less functional around you, and you will have succeeded in not only shooting yourself in the foot, but possibly making a very good employee or partner unable to perform effectively. Fear has no place in leadership. 　　The way we influence people in a lasting way is by our own character, and our understanding and use of emotion. We can order someone to do something, which may be part of the workday; or we can employ them at the emotional level, so they become fully devoted to the projects and provide some of their own motivation(积极性). Today’s workplace is all about relationships as a human being as well as a worker. Everyone produces just a bit more for someone they like. Leaders understand the way things work. They know the paycheck is not the single most motivating factor (因素) in the work life of most people. 　　The true strength of leadership is an inner strength that comes from the confidence of emotional intelligence-knowing your own emotions, and how to handle them, and those of others. Developing your emotional intelligence is the single best thing you can do if you want to develop your relationships with people around you, which is the key to the leadership skills. To positively influence employees a leader should first of all _____.

A:provide better suggestions B:develop his own personality C:give his employees a pay raise D:hide his own emotion of fear