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  3. Should a leader strive to be loved or feared? This question, famously posed by Machiavelli, lies at the heart of Joseph Nye’s ne

Should a leader strive to be loved or feared? This question, famously posed by Machiavelli, lies at the heart of Joseph Nye’s ne

admin2015-03-25  60
问题     Should a leader strive to be loved or feared? This question, famously posed by Machiavelli, lies at the heart of Joseph Nye’s new book. Mr. Nye, a former dean of the Kennedy School of Government at Harvard and one-time chairman of America’s National Intelligence Council, is best known for promoting the idea of "soft power" , based on persuasion and influence, as a counterpoint to "hard power", based on coercion and force.
    Having analysed the use of soft and hard power in politics and diplomacy in his previous books, he has now turned his attention to the relationship between power and leadership, in both the political and business spheres. Machiavelli, he notes, concluded that "one ought to be both feared and loved, but as it is difficult for the two to go together, it is much safer to be feared than loved. " In short, hard power is preferable to soft power. But modern leadership theorists have come to the opposite conclusion.
    The context of leadership is changing, they observe, and the historical emphasis on hard power is becoming outdated. In modern companies and democracies, power is increasingly diffused and traditional hierarchies are being undermined, making soft power ever more important. But that does not mean coercion should now take a back seat to persuasion, Mr. Nye argues. Instead, he advocates a synthesis of these two views. The conclusion of The Powers to Lead, his survey of the theory of leadership, is that a combination of hard and soft power, which he calls "smart power", is the best approach.
    The dominant theoretical model of leadership at the moment is, apparently, the "neochar-ismatic and transformational leadership paradigm". Anyone allergic to management jargon will already be running for the exit, but Mr. Nye has performed a valuable service in rounding up and summarising the various academic studies and theories of leadership into a single, slim volume. He examines different approaches to leadership, the morality of leadership and how the wider context can determine the effectiveness of a particular leader. There are plenty of anecdotes and examples, both historical and contemporary, political and corporate.
    Alas, leadership is a slippery subject, and as he rehearses the pros and cons of various theories, even Mr. Nye never quite nails the jelly to the wall. He is at his most interesting when discussing the moral aspects of leadership—in particular, the question of whether it is sometimes necessary for good leaders to lie—and he provides a helpful 12-point summary of his conclusions. A recurring theme is that as circumstances change, different sorts of leaders are required; a leader who thrives in one environment may struggle in another, and vice versa. Ultimately that is just a fancy way of saying that leadership offers no easy answers.
We can infer from the last two paragraphs that Mr. Nye
选项 A、establishes the dominant theoretical model of leadership.
B、does not like the dominant theoretical model of leadership.
C、summarizes different approaches to leadership.
D、believes it is necessary for good leaders to lie.
答案C
解析 推理判断题。文中并未提到是奈伊建立了关于领导力的主流理论模型，故排除[A]；文中也并未提到奈伊对领导力的主流理论模型的喜好，故排除[B]；由第四段第二句可知[C]正确；最后一段提到优秀的领导人在某些时候是否也有必要说谎的问题上奈伊体现出了他的风趣幽默，但是未提及奈伊在这个问题上的看法，故排除[D]。
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