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" ... (1) Intelligence: Popular discussions on what constitutes good leadership rarely highlight the central role of intelligence, yet there is a vast body of academic research showing that leaders are much better prepared to confront a crisis - and their followers and subordinates much better off - when they are more rather than less intelligent. And I don’t mean EQ or emotional intelligence, but cognitive or intellectual ability. The world is far more data-driven today than it ever was, so unless leaders have the capacity to be factual, reason logically, and adopt an evidence-based approach to making decisions, they will be handicapped. Importantly, intelligence also refers to the ability to learn and adapt, so groups will be far better off when their leaders are intelligent, especially in the face of unprecedented threats and challenges. When you only need to solve old problems and you can keep doing what you always used to do, you don’t need much intelligence - you don’t even need much leadership. And while more intelligence is generally better, leaders should at least surpass the average level of intelligence of their groups, so that it makes sense for the group to default to the leader’s mind (rather than follow their own instincts). ... "
" ... Alcoholism is just one of the affects lockdown has had on her clients, who include some of the wealthiest business leaders and celebrities in the world. "When you're a CEO and you order around all your subordinates and now you're sitting at home? Some people are really struggling with that because their ego is not nurtured enough. ... "
" ... Going forward, I'm hoping that when the COVID-19 challenge is finally over, that as next steps, they could adopt a mix of the two. You could have your head leader or head negotiators attending these meetings physically, while the subordinates and others who are supporting the work could join in virtually. With that, you get best of virtual and the best of physical. Because your head lead or the lead of the negotiators would still be the one that would make the final call. One of the other subordinates who maybe attends virtually will get the benefit of also following the work and then getting acquainted with the meetings and how it works for capacity-building purposes. That's my view. ... "
" ... They must also be able to communicate well with colleagues and subordinates, as another essential characteristic that an entrepreneur must possess is good interpersonal and verbal communication. They should be able to communicate their thoughts clearly without any hesitation. Good critical thinking skills also enhance interpersonal communications. They should be able to think logically and rationally on issues related to their businesses. ... "
" ... “Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1% improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours.” ... "