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The Voices of Time B. The Saving of Time
C. The Importance of an Announcement D. Time and Tide Wait for No Man
Passage 4
Questions 63 to 66 are based on the following passage.
One airline chief executive officer (CEO) was the master of the personal touch. Spending hours with his employees and getting to know their jobs, he persuaded them to accept pay cuts in return for an ownership stake. The concession put the company so solidly in the black (赢利) that the CEO was able to sell it for $860 million. Another CEO scolded managers in front of others, cut one third of the work force and so embittered (激怒) the survivors that his airline began to lose money, and the board of directors (董事会) fired him.
In any test of knowledge or IQ, the two CEOs would have dueled to a draw (不分胜负). The difference was their ability to handle relationships, argues Daniel Goleman in his new book, Working With Emotional Intelligence. Building on his 1995 best-seller, Emotional Intelligence, Goleman now probes how EI relates to the world of work. As he did in his earlier book, Goleman masterfully explains how a low EI hinders people’s full intellectual potential by flooding the brain with stress hormones (荷尔蒙) that impair (削弱) memory, learning and thinking. The heart of the book, though, is an analysis of data collected from more than 150 firms on what distinguishes so-so performers from superstars. Goleman’s findings: conventional intelligence takes second position to emotional intelligence in determining job performance.
In jobs ranging from repairman to scientist, IQ accounts for no more than 25 percent of the difference between, say, a successful high-tech entrepreneur and a failed one. In another surprise, the contribution of IQ shrinks and the contribution of EI rises with the difficulty of a job and how high it ranks in an organization. Based on traits that companies say distinguish winners from losers, Goleman concludes that EI carries much more weight that IQ in determining success at the top.
However, the many examples of CEOs and other people in top positions who have the emotional intelligence of a snake – but still were CEOs – undermine the case for EI’s indispensability in business. But even if you accept that EI determines who excels, you have to wonder if it should. Goleman describes how 112 entry-level (初级的) accountants were judged more or less successful by their bosses according to their level of EI rather than their actual skills. No wonder so many auditors（审计员）fail to notice cooked books.
According to Goleman, the biggest difference between the two CEOs described in the first paragraph lies in ______.
their attitude toward their employees B. their emotional intelligence
C. their conventional intelligence D. their business strategy
According to Goleman, which of the following persons owes the most to EI for his or her success?
Plumber.
Manager of the sales department.
President of a company.
Manager of the personnel department.
The phrase “cooked books” in the last sentence most probably means______.
falsified (伪造) account books | 
