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  3. Leading the Strategic Changes The leader is the change strategist, whose role is to lead, to champion the changes, to promot

Leading the Strategic Changes The leader is the change strategist, whose role is to lead, to champion the changes, to promot

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问题                     Leading the Strategic Changes
    The leader is the change strategist, whose role is to lead, to champion the changes, to promote the vision, to keep the organisation travelling in the chosen direction, and to ensure that all those involved in implementing the changes, the strategies, perform to the best of their ability. There are a range of leadership styles that could be drawn on. Some would argue that certain changes need an autocratic, aggressive style of leadership, and, whilst there may be the need for an element of this approach, if used as a single style it rarely results in a positive post-change environment. This is the flaw in this approach, for, after the changes have been implemented, and the strategies are in place, the managers, specialists, operational employees, and all contributing stakeholders, must work together in a harmonious, positive, manner to make the desired progress and achieve the objectives. If the leadership style during the change has been harsh, unforgiving, and aggressive, it may take many months, even years, to re-establish a positive environment, a healthy, goals focused, teamwork driven culture. The only logical choice of leadership style in any major change is one that combines all the styles, but leans heavily to those which focus on a team approach. The leader adopts a flexible, responsive style, that is a blend of the consultative, participative, and democratic, leaving room for an occasional, sparing touch of the autocratic to be employed if absolutely necessary. This style will then be the foundation on which the "new", changed, organisation is built on.
    Performance at the strategic, corporate level must be monitored by the leader. Changing strategic direction, no matter how thorough the preparation and planning, entails taking the organisation into uncharted territory. The leader is the guide, the expert, the most high profile member of the team embarking on this journey, and as such must be constantly aware of how much progress is being made and, when required, able to adjust the pace of progress and degree of activity to ensure that progress is satisfactory. To be successful in this the leader must carry out monitoring and evaluation activity on a regular basis, demanding timely and accurate information with which to make the assessment. In turn, the senior management team must show that they are successfully cascading this review and evaluation process down into the operational activity areas. The leader must set evidence of achievement of this task as one of the performance appraisal criteria for the senior managers, and they in turn must apply this approach to the operational managers and teams, as discussed below.
Which is NOT the duty of the leader in a major change?
选项 A、To keep a high profile
B、To adjust the pace of progress
C、To monitor and evaluate activity
答案A
解析 题干意为：哪一项不是领导者在巨大转变中的职责?A项意为：保持高姿态；B项意为：调整前进的步调，C项意为：“监控和评估活动。原文提到：“领导者是向导、专家、组织开始征程的高级别成员”，其中“high profile”意为“高级别的”，而不是“高姿态”，故A项错误。原文提到“领导者要调整活动的步调与等级、要经常性地监控和评估活动”，这些内容与B项和C项吻合，故答案为A。
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