问：描述一次你不得不改变领导风格。
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 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 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 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'm flexible and willing
to modify my leadership style when the need arises.
