Leadership
In general, a business firm’s success depends on the style and effectiveness of its leaders.
Then, what makes successful leadership This is a question of great interest to all such
34 managers and management researchers. Many theories have been proposed to, but none
has
35 given an even entirely satisfactory answer. In the early days of management study, many
36 believed that leaders are "born, not are made", and successful leaders are born with
certain
37 characteristics or traits that other people do not possess, hence the name is trait theory.
38 This theory has never been decisively substantiated by the empirical evidence and, therefore,
39 has been declined in popularity. Yet there are still some who believe that successful leaders
40 do share some traits which make them stand out from ordinary people. The leaders, who
41 according to their observation, seem to be more intelligent, more sociable, more emotionally
42 resilient, and more motivated to make achievements than other people. According to
43 the degree of freedom managers give to their subordinates, there are basically three types
44 of leaders, namely, boss-centered, democratic, and subordinate-centered leaders, each
45 appealing to some subordinates. Managers who adopt a boss-centered style dictate out
what their subordinates should do and expect them to obey unconditionally.

Although the majority of firms in the United States hire U.S. citizens, the (19) for the world’s best talent may require crossing the U.S. borders. This is increasingly (20) in industries such as software development, engineering, pharmaceuticals, and aerospace, where high-ability, low-cost talent can be found in Russia, India, Taiwan Singapore, China, and Korea. However, hiring foreign nationals for U.S. firms is not as easy as you might think. There are a number of (21) to overcome when hiring non-U.S. citizens.
For example, documenting and (22) the credentials of foreign nationals is difficult. For example, if the applicant has attended a non-U.S. university, how do the institution and the degree (23) compare to what would be found in the United States To get around overseas educational idiosyncrasies, some companies like Mobil Corporation (24) their own screening tests for basic skills in reading and math. Other companies, such as the Knowledge Company in Fairfax, Virginia, employ work-sample tests, where, for example, an (25) for an engineering job would be asked to submit drawings and plans for a certain product, which would be (26) by experts.Also, the typical criminal background (27) is difficult because, except the most serious crimes, there is little information within the United States regarding crimes (28) in other countries. Beyond this, the American Foreign (29) Practices Act even (30) U.S. entry of foreign businesspeople who might have bribed government officials in their home countries—even if that is not against the law in those countries.
Finally, even if one is able to obtain the necessary data for making an informed hiring decision with (31) to a foreign national, the U.S. Department of Labor (32) the employer to show that the employ of this person will not adversely affect wages and working conditions of U.S. citizens who work in (33) occupations and no U.S. citizens are willing and able to do the work at that specific time.

A some people cannot keep your secret.
B some people feel it a burden to listen to you.
C some people may use it to do harm to you.
D some people take it for granted to talk about you.