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  3. One airline chief executive officer(CEO) was the master of the personal touch. Spending hours with his employees and getting to

One airline chief executive officer(CEO) was the master of the personal touch. Spending hours with his employees and getting to

admin2009-04-23  55
问题     One airline chief executive officer(CEO) was the master of the personal touch. Spending hours with his employees and getting to know their jobs, he persuaded them to accept pay cuts in return for an ownership stake. The concession put the company so solidly in the black that the CEO was able to sell it for $860 million. Another CEO scolded managers in front of others, cut one third of the work force and so embittered the survivors that his airline began to lose money, and the board of directors fired him.
    In any test of knowledge or IQ, the two CEOs would have dueled to a draw. The difference was their ability to handle relationships, argues Daniel Goleman in his new book, Working With Emotional Intelligence. Building on his 1995 bestseller, Emotional Intelligence, Goleman now probes how EI relates to the world of work. As he did in his earlier book, Goleman masterfully explains how a low EI hinders people’s full intellectual potential by flooding the brain with stress hormones that impair memory, learning and thinking. The heart of the book, though, is an analysis of data collected from more than 150 firms on what distinguishes so-so performers from superstars. Goleman’s findings: conventional intelligence takes second position to emotional intelligence in determining job performance. In jobs ranging from repairman to scientist, IQ accounts for no more than 25 percent of the difference between, say, a successful high-tech entrepreneur and a failed one. In another surprise, the contribution of IQ shrinks and the contribution of EI rises with the difficulty of a job and how high it ranks in an organization. Based on traits that companies say distinguish winners from losers, Goleman concludes that EI carries much more weight than IQ in determining success at the top.
    However, the many examples of CEOs and other people in top positions who have the emotional intelligence of a snake—but still were CEOs—undermine the case for EIs indispensability in business. But even if you accept that EI determines who excels, you have to wonder if it should. Goleman describes how 112 entry-level accountants were judged more or less successful by their bosses according to their level of EI rather than their actual skill. No wonder so many auditors fail to notice cooked books.
选项 A、their attitude toward their employees
B、their emotional intelligence
C、their conventional intelligence
D、their business strategy
答案B
解析 文章第二段第二句话明确指出，这两个CEO的区别就在于他们处理关系的能力有差异，而这种能力属于本文探讨的中心话题——情商的范围，所以B正确。从第一段第二句开始可以看到，一个是花时间了解员工的工作，劝说员工接受降薪从而使公司获利；而另一个则是在大家面前斥责经理，并大批解雇员工，还难为留下来的员工。这说明两个CEO最大的也是本质上的不同在于待人处事的方法，而不只是A“对待员工的态度”。第二段第一句明确表示两人的不同之处不在于C“智商”。D在文章中没有提到。
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