Question

答：通常我是那种很有远见而且喜欢授权给下属的领导，但是我希望我下达的命令能立刻执行。当我被派去负责一项扩大产品出口的任务时，9 个人来协助我一起工作，接着我开始授权。我很快意识到，尽管这群员工有很好的国际背景，但他们对我计划的反应却不太令人满意。实际上，他们想参与计划的设计。我同意花半天的时间与他们谈论，然后我意识到他们也有很好的点子。使计划进展的惟一方法是鼓励工作组的全体人员为我们的出口问题提供解决方案。我想这些人会一致认为，在必要的时候，我能灵活地、乐意地去改变我的领导风格。

你回答这个问题时应强调你能让不同的人都感到称心，所以能产生较好的工作关系。叙述要具体，你如何主动改善不理想的情况？

其他参与者对你会有什么评价？

Q:Describe a time you had to alter your leadership style.

A:I'm normally a strong leader who has good vision and enjoys delegating,but I expect my orders to be carried out promptly.When I was assigned a project to increase our product exports and was given a committee of nine people to work with,I immediately assumed I had the best plan and began my normal routine of delegating.I quickly realized,though,that this group of employees,with international backgrounds,wasnt responding well.In fact,they asked to have input into my plan.I agreed to spend half a day talking with them,and then I realized that they,too,had good ideas.The only way to move ahead on the project was to encourage the entire group to offer solutions to our export problem.I think these people would agree that

I'mflexible and willing to modify my leadership style when the need arises.