問：描述一次你不得不改變領導風格。
答：通常我是那種很有遠見而且喜歡授權給下屬的領導，但是我希望我下達
的命令能立刻執行。當我被派去負責一項擴大產品出口的任務時，9 個人來協助
我一起工作，接著我開始授權。我很快意識到，儘管這群員工有很好的國際背景，
但他們對我計畫的反應卻不太令人滿意。實際上，他們想參與計畫的設計。我同
意花半天的時間與他們談論，然後我意識到他們也有很好的點子。使計畫進展的
惟一方法是鼓勵工作組的全體人員為我們的出口問題提供解決方案。我想這些人
會一致認為，在必要的時候，我能靈活地、樂意地去改變我的領導風格。
你回答這個問題時應強調你能讓不同的人都感到稱心，所以能產生較好的工
作關係。敘述要具體，你如何主動改善不理想的情況？
其他參與者對你會有什麼評價？
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'm flexible and willing
to modify my leadership style when the need arises.