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Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer? for CAT 2024 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer? covers all topics & solutions for CAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer?.

Solutions for Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.

Here you can find the meaning of Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer?, a detailed solution for Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer? has been provided alongside types of Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Direction: Read the passage and answer the question that follows.Our thinking about the dimensions of emotional intelligence (El) and their accompanying competencies has evolved and streamlined as new data has been analyzed. Readers familiar with earlier versions of the emotional intelligence model will notice some changes here. Where we formerly listed five domains of El, we now have simplified the model into four domains: self-awareness, self-management, social awareness, and relationship management with eighteen competencies instead of the original twenty-five. For instance, an El domain would be social awareness; a competency in that domain would be empathy or service. The result is an El model that more clearly links specific clusters of competencies to the underlying brain dynamics that drive them. Recent findings of emotions and the brain make clearer the neurological basis of these competencies. This lets us sketch their dynamics more thoroughly while providing practical guidelines for building leadership skills. These El competencies are not innate talents but learned abilities, each of which has a unique contribution to making leaders more resonant, and therefore more effective. Guided by the neurology underlying El framework, we can make a sharp distinction between what works and what does not when it comes to learning the art of leadership.The basic argument, in a nutshell, is that primal leadership operates better through emotionally intelligent leaders who create resonance. Underlying that proposition is the theory of performance, one that surfaces the link between the neurology of the four fundamentals of emotional intelligence and the El competencies that build on these fundamentals. These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group. Interestingly, no leader we have ever encountered, no matter how outstanding, has strengths across the board in every one of the many El competencies. Highly effective leaders typically exhibit a critical mass of strength in half a dozen or so El competencies. Moreover, there is no fixed formula for great leadership: There are many paths to excellence and super leaders can possess very different personal styles. Still, we find that effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?a)Successful leaders have their own style of leadership, along with high emotional intelligence.b)There is no clear relationship between successful leadership and emotional intelligence.c)All successful leaders possess at least one competency in each domain of emotional intelligence.d)None of the aboveCorrect answer is option 'C'. Can you explain this answer? tests, examples and also practice CAT tests.