Read the following passage and answer the items that follow. Your answers to these items should be based on the passage only.

Passage-1

Human beings possess an innate propensity for exploration and learning, yet traditional corporate structures prioritize control over intellectual growth. This suppressive orientation ironically fosters mediocrity, undermining long-term performance, which fundamentally relies on continuous learning. Sustainable corporate success demands evolving into “learning organizations”, entities capable of adaptive growth and dynamic capability enhancement. This transformation necessitates a paradigmatic shift in leadership philosophy, discarding the outdated model of top-down, individualistic authority. In an interconnected world, leadership must become a collective enterprise, where thinking and action are distributed across all levels. Leaders function not as command-givers but as designers, stewards, and educators who cultivate shared vision, interrogate entrenched mental models, and promote systemic thinking. Their core mandate becomes enabling an environment where employees perpetually acquire new competencies, thereby shaping the organization’s future through iterative learning and innovation.

The primary purpose of the passage is to:
(a) introduce a new approach to corporate leadership and evaluate its criticisms.
(b) explain competing theories about management practices and reconcile them.
(c) contrast two typical corporate organizational structures.
(d) propose an alternative to a common corporate approach.

Question

Read the following passage and answer the items that follow. Your answers to these items should be based on the passage only.

Passage-1

Human beings possess an innate propensity for exploration and learning, yet traditional corporate structures prioritize control over intellectual growth. This suppressive orientation ironically fosters mediocrity, undermining long-term performance, which fundamentally relies on continuous learning. Sustainable corporate success demands evolving into &ldquo;learning organizations&rdquo;, entities capable of adaptive growth and dynamic capability enhancement. This transformation necessitates a paradigmatic shift in leadership philosophy, discarding the outdated model of top-down, individualistic authority. In an interconnected world, leadership must become a collective enterprise, where thinking and action are distributed across all levels. Leaders function not as command-givers but as designers, stewards, and educators who cultivate shared vision, interrogate entrenched mental models, and promote systemic thinking. Their core mandate becomes enabling an environment where employees perpetually acquire new competencies, thereby shaping the organization&rsquo;s future through iterative learning and innovation.

 The primary purpose of the passage is to:
(a) introduce a new approach to corporate leadership and evaluate its criticisms.
(b) explain competing theories about management practices and reconcile them.
(c) contrast two typical corporate organizational structures.
(d) propose an alternative to a common corporate approach.

ONLiNE UPSC · Accepted Answer

Statement (a) is not correct: The passage introduces the concept of a learning organization and its attendant approach to corporate leadership. Rather than identifying any criticisms of this approach, the passage endorses it wholeheartedly.

Statement (b) is not correct: The passage discusses the difference between the idea of an individualistic leader and that of a collective corporate leadership, but it does not attempt to reconcile these two ideas rather maintains the distinction till the end.

Statement (c) is not correct: The passage&rsquo;s main focus is on advocating a particular approach, not on merely contrasting it with another. Furthermore, it portrays only one of the approaches as typical. It suggests that the organizational structure that relies on an individualistic authority is typical but that another approach, in which leadership is collective, should instead become typical.

Statement (d) is correct: The passage explains the way in which corporations fail to facilitate how humans learn. It suggests that corporations should change the way they view employees in order to promote learning, and it explains the positive outcomes that would result from that shift in thinking. The passage identifies a common corporate approach, one based on controlling employees, and proposes that corporations should instead become learning organizations.

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Learning Organizations and Leadership Philosophy

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M Question 1	⏱ 0
Read the following passage and answer the items that follow. Your answers to these items should be based on the passage only. Passage-1 Human beings possess an innate propensity for exploration and learning, yet traditional corporate structures prioritize control over intellectual growth. This suppressive orientation ironically fosters mediocrity, undermining long-term performance, which fundamentally relies on continuous learning. Sustainable corporate success demands evolving into “learning organizations”, entities capable of adaptive growth and dynamic capability enhancement. This transformation necessitates a paradigmatic shift in leadership philosophy, discarding the outdated model of top-down, individualistic authority. In an interconnected world, leadership must become a collective enterprise, where thinking and action are distributed across all levels. Leaders function not as command-givers but as designers, stewards, and educators who cultivate shared vision, interrogate entrenched mental models, and promote systemic thinking. Their core mandate becomes enabling an environment where employees perpetually acquire new competencies, thereby shaping the organization’s future through iterative learning and innovation. The primary purpose of the passage is to: (a) introduce a new approach to corporate leadership and evaluate its criticisms. (b) explain competing theories about management practices and reconcile them. (c) contrast two typical corporate organizational structures. (d) propose an alternative to a common corporate approach.