题目内容
The authors' research led to a new and telling discovery: that every leader, regardless of age, had undergone at least one intense, transformational experience -- what the authors call a "crucible" (severe test). These events can either make you or break you. For emerging leaders, they do more making than breaking, providing key lessons to help a person move ahead confidently.
If a crucible helps a person to become leader, there are four essential qualities that allow someone to remain one, according to the authors. They are: an "adaptive capacity" that lets people not only survive inevitable setbacks, heartbreaks, and difficulties but also learn from them; an ability to engage others through shared meaning or a common vision; a distinctive and compelling voice that communicates one's conviction and desire to do the right thing; and a sense of integrity that allows a leader to distinguish between good and evil.
That sounds obvious enough to be commonplace, until you look at some recent failures that show how valid these dictums (formal statements of opinion) are. The authors believe that former Coca Cola Co. Chairman M. Douglas Ivester lasted just 28 months because "his grasp of context was sorrowful". Among other things, Ivester degraded Coke's highest-ranking African-American even as the company was losing a ＄200 million class action brought by black employees. Procter & Gamble Co. ex-CEO Durk Jager lost his job because he failed to communicate the urgent need for the sweeping changes he was making.
It's striking, too, that the authors found their geezers (whose formative period, as the authors define them, was 1945 to 1954, and who were shaped by World Wm' Il) sharing what they believed to be a critical trait -- the sense of possibility and wonder more often associated with childhood. "Unlike those defeated by time and age, our geezers have remained much like our geeks (who came of age between 1991 and 2000, and grew up ' virtual' , ' visual' , and ' digital' ) -- open, willing to take risks, hungry for knowledge and experience, courageous, and eager to see what the new day brings", the authors write.
The passage indicates that leadership research ______.
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听力原文：M: Hi, Hellen. How are you doing？
W: Pretty good. Thanks. (19)Have you helped me look at my graduate school application, and the statement of purpose I wrote？
M: Well, yeah. Basically it's good. What you might actually do is to take some of the different points here and actually break them out into separate paragraphs, like your purpose for applying for graduate study, specialty, and why do you want to do the area you specify, what you want to do with your degree when you get it.
W: OK, right.
M: So you may expand on each point. Expand some more on what's happened in your life and what shows your motivation and interest in this area geology.
W: OK, so make it a little more personal？ That's OK？
M: That's fine. They look for that stuff. It's critical that somebody see what your passion is and your personal motivation for doing this. (20)You might give a little more explanation about your unique undergraduate background, like the music program, what you got from that and why you decided to change. I mean it is kind of unusual to go from music to geology. Right？
W: Yeah. I was, I was afraid of that, you know, maybe the personal type stuff wouldn't be what they want. But...
M: You know, I think probably your music background is the most unique thing that you get your records.
W: Right.
M: So you see, you get to make yourself stand out from a couple of a hundred of applications. Does that help any？
W: Yeah, it does. It gives me some good ideas.
M: Also, (21)think about presentation, I mean the presentation formats, your grammar, and all that stuff they are looking at in your materials at the same time.
W: Right. OK.
(20)
Section A
Directions: In this section, you will hear 8 short conversations and 2 long conversations. At the end of each conversation, one or more questions will be asked about what was said. Both the conversation and the questions will be spoken only once. After each question there will be a pause. During the pause, you must read the four choices marked A, B, C and D, and decide which is the best answer.
听力原文：M: Have you decided which skirt to buy？
W: Yeah, the yellow one and the green one are more attractive than the blue one, but it's a better buy.
Q: What does the woman think about the skirts？
(12)
听力原文：W: Julia had the highest grade in the class on the calculus test. That was the most difficult test I had ever taken.
M: For her it was probably easy.
Q: What does the man imply about Julia？
(17)
Section B
Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice.
The most noticeable trend among today's media companies is vertical integration -- an attempt to control several related aspects of the media business at once, each part helping the other. Besides publishing magazines and books, Time Warner, for example, owns Home Box Office (HBO), Warner movie studios, various cable TV systems throughout the United States and CNN as well. The Japanese company Matsushita owns MCA Records and Universal Studios and manufactures broadcast production equipment.
To describe the financial status of today's media is also to talk about acquisitions. The media are buying and selling each other in unprecedented numbers and forming media groups to position themselves in the marketplace to maintain and increase their profits. In 1986, the first time a broadcast network had been sold, two networks were sold that year -- ABC and NBC.
Media acquisitions have skyrocketed since 1980 for two reasons. The first is that most big corporations today are publicly-traded companies, which means that their stock is traded on one of the nation stock exchanges. This makes acquisitions relatively easier.
A media company that wants to buy a publicly-owned company can buy that company's stock when the stock becomes available. The open availability of stock in these companies means that anybody with enough money can invest in the American media industries, which is exactly how Rupert Murdoch joined the media business.
The second reason for the increase in media alliances is that beginning in 1980, the Federal Communications Commission (FCC) gradually deregulated the broadcast media. Before 1980, for example, the FCC allowed one company to own only five TV stations, five AM radio stations, and five FM radio stations; companies also are required to hold onto a station for three years before the station could be sold. The post-1980 FCC eliminated the three-year rule and raised the number of broadcast holdings allowed for one owner. This trend of media acquisitions is continuing throughout the 1990s, as changing technology expands the market for media products. The issue of media ownership is important. If only a few corporations direct the media industries in this country, the outlets for differing political viewpoints and innovative ideas could be limited.
What do Time Warner and Matsushita have in common？
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