Directions: 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 analysed. Readers familiar with earlier versions of 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 about 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 nut shell 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 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. (Adapted from The New Leaders by Daniel Goleman. Little Brown, p 37-38) Q. Which of the following are domains of emotional intelligence according to the new research?

Self-awareness, self-control, social awareness, and relationship management

Relationship management, self-management, self-control, and self-awareness

Self-management, social awareness, social control, and relationship management

Relationship management, self-management, social awareness, and self-awareness

Directions: 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 analysed. Readers familiar with earlier versions of 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 about 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 nut shell 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 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. (Adapted from The New Leaders by Daniel Goleman. Little Brown, p 37-38) Q. The passage talks about the relationship between leadership, emotional intelligence and neurology. Which of the following statements represents a valid relationship between the three?

Because emotional intelligence has a neural base, the skills to be successful leaders cannot be learned.

The linkage between emotional intelligence and neurology indicates that leadership skills are not entirely innate and can be learned.

Both (1) and (2) are incorrect.

Directions: 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 analysed. Readers familiar with earlier versions of 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 about 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 nut shell 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 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. (Adapted from The New Leaders by Daniel Goleman. Little Brown, p 37-38) Q. Based on the new data, which of the following conclusions can be drawn about the new model of emotional intelligence?

The new simplified model of El has five domains with eighteen competencies instead of the original twenty-five competencies.

Twenty-five competencies go to make four domains of emotional intelligence, while the earlier model had five domains with eighteen competencies.

Formerly, five domains of El were listed, but the new simplified model has four domains with eighteen competencies instead of the original twenty-five competencies.

While formerly five domains of El were listed with twenty-five competencies, the new model has also five domains but with eighteen competencies.

Directions: 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 analysed. Readers familiar with earlier versions of 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 about 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 nut shell 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 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. (Adapted from The New Leaders by Daniel Goleman. Little Brown, p 37-38) Q. What inference can be made regarding the relationship between leadership and emotional intelligence from the passage?

Successful leaders have their own style of leadership, along with high emotional intelligence.

There is no clear relationship between successful leadership and emotional intelligence.

All successful leaders possess at least one competency in each domain of emotional intelligence.

Directions: 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 analysed. Readers familiar with earlier versions of 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 about 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 nut shell 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 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. (Adapted from The New Leaders by Daniel Goleman. Little Brown, p 37-38) Q. 'These El competencies are in turn the building blocks of the modes of leadership that foster resonance in the group'. Which of the following reflect(s) the spirit of the statement as per the passage?

The leader's and group's aspirations match with each other.

There is no dissonance among group members.

Group members follow the leader.

Directions: Read the given passage and answer the question that follows. Worry has become the most dreaded part of human existence. In this age of hurry, competition and divided aims it has become synonymous with a disease personified. Medical researches have proved that worry is the single major cause of heart diseases, high blood pressure, rheumatism, ulcers, skin problems, bronchitis, asthma etc and other psychosomatic diseases. "Businessmen," writes Dr. Alexis Carrel, a Nobel Prize Winner in Medicine said, "who do not know how to fight worry die young". To corroborate Dr. Carrel, it can be said that lawyers, banking officials, clerks etc who do not control this die too, of course, in their youth. What lies behind this state of mind is not difficult to guess. The fast-paced life style, competitive living, frustration or failure in things contribute largely to our anxieties. Shortages, fears imaginary or non-imaginary, dissatisfaction, verbal squabbles, all these add to the burden on the mind. The result is easily guessed; worry is contracted. Plato, the Greek philosopher had foreseen the need to control worry as far back as 400 BC. He had said, "The greatest mistake physicians make is that they attempt to cure the body without attempting to cure the mind. Mind and body are one and should not be treated separately." This is the basis that laid the foundation stone of the modern methods of fighting psychosomatic diseases. The maxim 'A healthy body depends on a healthy mind' is the latest version than 'A healthy mind in a healthy body' that has gained ground in today's medical sciences. Man is an emotional being. Emotions like futility, anxiety, frustration, depression, defeat, fear, worry are there which have come out of the modern life style to trap him. Worry is the single factor which creates tension and there starts the nightmare of diseases. The need of the hour is to avoid as much as possible this fountainhead of all diseases. Q. Which of the following can be accurately inferred from the passage?

Reality is represented in thoughts.

Thoughts fulfill the unfulfilled wishes and desires.

Thoughts originate from incomplete reality.

Directions: Read the given passage and answer the question that follows. Worry has become the most dreaded part of human existence. In this age of hurry, competition and divided aims it has become synonymous with a disease personified. Medical researches have proved that worry is the single major cause of heart diseases, high blood pressure, rheumatism, ulcers, skin problems, bronchitis, asthma etc and other psychosomatic diseases. "Businessmen," writes Dr. Alexis Carrel, a Nobel Prize Winner in Medicine said, "who do not know how to fight worry die young". To corroborate Dr. Carrel, it can be said that lawyers, banking officials, clerks etc who do not control this die too, of course, in their youth. What lies behind this state of mind is not difficult to guess. The fast-paced life style, competitive living, frustration or failure in things contribute largely to our anxieties. Shortages, fears imaginary or non-imaginary, dissatisfaction, verbal squabbles, all these add to the burden on the mind. The result is easily guessed; worry is contracted. Plato, the Greek philosopher had foreseen the need to control worry as far back as 400 BC. He had said, "The greatest mistake physicians make is that they attempt to cure the body without attempting to cure the mind. Mind and body are one and should not be treated separately." This is the basis that laid the foundation stone of the modern methods of fighting psychosomatic diseases. The maxim 'A healthy body depends on a healthy mind' is the latest version than 'A healthy mind in a healthy body' that has gained ground in today's medical sciences. Man is an emotional being. Emotions like futility, anxiety, frustration, depression, defeat, fear, worry are there which have come out of the modern life style to trap him. Worry is the single factor which creates tension and there starts the nightmare of diseases. The need of the hour is to avoid as much as possible this fountainhead of all diseases. Q. Which of the following statements is NOT correct as per the passage?

Worry in itself is a cause of worry.

Worry is not a disease in itself.

Worry is a product of modern times.

The habit of worrying is often inherited.

Directions: Read the given passage and answer the question that follows. Worry has become the most dreaded part of human existence. In this age of hurry, competition and divided aims it has become synonymous with a disease personified. Medical researches have proved that worry is the single major cause of heart diseases, high blood pressure, rheumatism, ulcers, skin problems, bronchitis, asthma etc and other psychosomatic diseases. "Businessmen," writes Dr. Alexis Carrel, a Nobel Prize Winner in Medicine said, "who do not know how to fight worry die young". To corroborate Dr. Carrel, it can be said that lawyers, banking officials, clerks etc who do not control this die too, of course, in their youth. What lies behind this state of mind is not difficult to guess. The fast-paced life style, competitive living, frustration or failure in things contribute largely to our anxieties. Shortages, fears imaginary or non-imaginary, dissatisfaction, verbal squabbles, all these add to the burden on the mind. The result is easily guessed; worry is contracted. Plato, the Greek philosopher had foreseen the need to control worry as far back as 400 BC. He had said, "The greatest mistake physicians make is that they attempt to cure the body without attempting to cure the mind. Mind and body are one and should not be treated separately." This is the basis that laid the foundation stone of the modern methods of fighting psychosomatic diseases. The maxim 'A healthy body depends on a healthy mind' is the latest version than 'A healthy mind in a healthy body' that has gained ground in today's medical sciences. Man is an emotional being. Emotions like futility, anxiety, frustration, depression, defeat, fear, worry are there which have come out of the modern life style to trap him. Worry is the single factor which creates tension and there starts the nightmare of diseases. The need of the hour is to avoid as much as possible this fountainhead of all diseases. Q. What is the by-line of modern methods for fighting psychosomatic diseases?

Only a healthy mind will survive in a healthy body.

A healthy mind can survive only in a healthy body.

A healthy mind is a must for healthy body.

Read the following passage carefully and answer the questions given below: Sociologists study how people get along together in groups. They study culture, social groups and how they affect individuals. The sociology of depression looks at the cultural context in which people live. It also looks at the social stresses that people encounter as a part of life. The sociological aspects of depression are both influenced by and also influence the other biological and psychological aspects of people's lives. Culture and the ethnic group that people come from are important aspects of health and illness. A new branch of medicine, known as ethnomedicine, focuses on the role of culture, perception, and context in shaping someone's physical and mental health. Previously, it was thought that depression primarily affected people in developed Western nations and that other cultures did not suffer from this condition. Ethnomedical studies suggest that this idea may have more to do cultural perceptions of what symptoms become labeled as a depressive disorder. It also has to do with how occurrences of depression are recorded for statistical purposes and how depression is thought of within particular cultures. Ethnomedical research suggests that cultural differences in focusing on oneself and one's place within the social group are linked to the amount of depression that occurs. Some of this difference comes from the individualistic vs. collectivistic orientation of a particular culture. In Western cultures, individuals are ideally viewed as independent, separate people striving for individual achievement and success. In contrast, other cultures view the family or society as being of more importance than the individual. Many times, personal happiness is sacrificed for the good of the larger group in such cultures. Very little thought is given to particular individuals within such cultures. For example, in traditional Asian cultures it is common for one member of the family to work hard and share a paycheck with the entire extended family. Some authors suggest that because people from collectivistic cultures are not encouraged to place much importance on personal gratification, they do not spend time feeling frustrated about their failure to achieve personal success. As a result, the lack of focus on the self can lead to a decrease or absence of the development of depressive disorders. Whereas social integration involves relationships characterized by closeness, support, and friendship, social stratification involves interactions featuring differences in power, status, and resources. A considerable body of research indicates that people who are more powerful, of higher status, and wealthier have mental health problems as compared with those who possess fewer resources. In addition, relationships that are relatively egalitarian promote more overall positive mental health than those that feature sharp distinctions in the amount of power and control that each member has. Q. What is Ethnomedicine?

A new branch of medicine that deals with ethene and other carbon bondings in drugs

A new branch of medicine that focuses on the role of culture in shaping mental health

Read the following passage carefully and answer the questions given below: Sociologists study how people get along together in groups. They study culture, social groups and how they affect individuals. The sociology of depression looks at the cultural context in which people live. It also looks at the social stresses that people encounter as a part of life. The sociological aspects of depression are both influenced by and also influence the other biological and psychological aspects of people's lives. Culture and the ethnic group that people come from are important aspects of health and illness. A new branch of medicine, known as ethnomedicine, focuses on the role of culture, perception, and context in shaping someone's physical and mental health. Previously, it was thought that depression primarily affected people in developed Western nations and that other cultures did not suffer from this condition. Ethnomedical studies suggest that this idea may have more to do cultural perceptions of what symptoms become labeled as a depressive disorder. It also has to do with how occurrences of depression are recorded for statistical purposes and how depression is thought of within particular cultures. Ethnomedical research suggests that cultural differences in focusing on oneself and one's place within the social group are linked to the amount of depression that occurs. Some of this difference comes from the individualistic vs. collectivistic orientation of a particular culture. In Western cultures, individuals are ideally viewed as independent, separate people striving for individual achievement and success. In contrast, other cultures view the family or society as being of more importance than the individual. Many times, personal happiness is sacrificed for the good of the larger group in such cultures. Very little thought is given to particular individuals within such cultures. For example, in traditional Asian cultures it is common for one member of the family to work hard and share a paycheck with the entire extended family. Some authors suggest that because people from collectivistic cultures are not encouraged to place much importance on personal gratification, they do not spend time feeling frustrated about their failure to achieve personal success. As a result, the lack of focus on the self can lead to a decrease or absence of the development of depressive disorders. Whereas social integration involves relationships characterized by closeness, support, and friendship, social stratification involves interactions featuring differences in power, status, and resources. A considerable body of research indicates that people who are more powerful, of higher status, and wealthier have mental health problems as compared with those who possess fewer resources. In addition, relationships that are relatively egalitarian promote more overall positive mental health than those that feature sharp distinctions in the amount of power and control that each member has. Q. In contrast to western cultures, what do collectivist cultures do?

They focus on individual achievement and success.

They focus on individualism and collectivism.

The focus on job and independence.

They prioritize family and society as more important than individuals.

Read the following passage carefully and answer the questions given below: The phenomena of monsoon refer to the seasonal reversal of winds. It is because while the South West Monsoon winds blow from sea to land at the end of the summer season, the North east winds blow from land to sea during the winter season. During the summer season the Indian mainland gets intensely heated up creating low pressure. High pressure area is created over the Indian Ocean due to the differential heating of the land and the sea. Because the winds blow from high pressure to low pressure areas, the South West Monsoon winds blow from the Sea towards the Indian mainland. When moisture laden winds strike the Western Ghats and the mountains of north eastern parts of the country, they shed their moisture causing rainfall on the places lying on the windward side of the mountains. The Monsoon is also aided by the Inter Tropical Convergence Zone or Monsoon trough near the Equator where winds from northern and southern hemisphere merge. During winters, the Indian mainland begins to cool down creating high pressure areas. Thus the north eastern winds blow from land and hence do not cause enough rainfall. They cause rainfall over the Coromandel Coast during winters. Cloud droplets are tiny, only 1/100 mm in diameter, and are thus very light and practically float freely in the air. As the droplets collide, with time some grow larger than others and start to slowly fall, falling faster as they accumulate more and more droplets. If the cloud of droplets is dense enough to form droplets greater than 1/10 mm in diameter through this process, the droplets survive the fall through the air below the cloud, despite evaporation, and reach the ground as rain. This process develops what is known as ‘warm rain’, but in our part of the world it is responsible for only the weakest drizzle from near surface clouds. In the warm tropics it is responsible for intense rainfall from clouds lower than 5 km. Q. What is known as warm rains?

Droplets that accumulate and survive the fall through the air despite evaporation and reach the ground form what is known as warm rains.

Droplets that are greater than 1/100mm in diameter survive the journey through the air and reach the ground at a warm temperature. The resulting rain is called warm rain.

Droplets that manage to not get evaporated during their fall through the air during the winter season result in the formation of warm rain.

Rain showers observed during winter season are known as warm rain.

Read the following passage and answer the questions based on it. With reduced human activities and improvement of water quality of the Beas during Covid-19 lockdown, Indus river dolphins — one of the world’s rarest mammals — are being sighted more regularly at Beas Conservation Reserve and have also started venturing out to other areas, as far as about 50km away from its hotspots in the Beas. Two of the four freshwater dolphin species in the world are found in India. These are the Ganges and Indus river dolphins. Beas Conservation Reserve in Punjab is home to the only population of Indus river dolphins in the country. Which of the following can be concluded from the above passage?

If there will be no human movement then there will be more chances of improving water quality.

If water quality is good then there are more chances of frequent spotting of fishes or mammals in the river.

Dolphins are the rarest among mammals and they can be seen more frequently if the water is clean.

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