Todas as questões do ENEM

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      Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.

      One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.

      A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.

      By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.

      Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.

      Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.

      One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.

      Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.

      It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.

From: http://www.nytimes.com/ 2013/03/20  

TEXT

      Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.

      One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.

      A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.

      By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.

      Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.

      Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.

      One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.

      Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.

      It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.

From: http://www.nytimes.com/ 2013/03/20  

TEXT

      Hundreds of studies have assessed leadership styles, mainly by having employees report on how their managers typically behave. Researchers have also collected information on how effective managers are. After large numbers of such studies became available, reviewers aggregated them quantitatively to discover what kinds of leadership are effective.

      One conclusion that has emerged based on the research of the past 30 years is that a hybrid style known as transformational leadership is highly effective in most contemporary organizational contexts.

      A transformational leader acts as an inspirational role model, motivates others to go beyond the confines of their job descriptions, encourages creativity and innovation, fosters good human relationships, and develops the skills of followers. This type of leadership is effective because it fosters strong interpersonal bonds based on a leader’s charisma and consideration of others. These bonds enable leaders to promote high-quality performance by encouraging workers rather than threatening them, thus motivating them to exceed basic expectations.

      By bringing out the best in others, transformational leaders enhance the performance of groups and organizations.

      Transformational leadership is androgynous because it incorporates culturally masculine and feminine behaviors. This androgynous mixing of the masculine and feminine means that skill in this contemporary way of leading does not necessarily come naturally. It may require some effort and thought.

      Men often have to work on their social skills and women on being assertive enough to inspire others. It is nonetheless clear that both women and men can adapt to the demands of leadership in the transformational mode.

      One of the surprises of research on transformational leadership is that female managers are somewhat more transformational than male managers. In particular, they exceed men in their attention to human relationships. Also, in delivering incentives, women lean toward a more positive, reward-based approach and men toward a more negative and less effective, threat-based approach. In these respects, women appear to be better leaders than men, despite the double standard that can close women out of these roles.

      Why are women leaders more transformational when they are less likely to become leaders in the first place? One reason is that the double standard that slows women’s rise would work against mediocre women while allowing mediocre men to rise. As a consequence, the women who attain leadership roles really are better than the men on average.

      It is also true women generally avoid more domineering, “command and control” behavior because of the backlash they receive if they lead in this way. Men can often get away with autocratic behavior that is roundly disliked in women. Ironically, this backlash against domineering women may foster good leadership because the androgynous middle ground is more likely to bring success. Leaders gain less from ordering others about than from forming teams of smart, motivated collaborators who together figure out how to solve problems and get work done.

From: http://www.nytimes.com/ 2013/03/20  

Em dezembro de 1815, Dom João elevou o Brasil à condição de Reino Unido de Portugal e Algarves. Atente para o que é dito sobre esse assunto.

I. Tal medida deveu-se à transferência da família real portuguesa para o Brasil, posto que acabara de desembarcar e precisava oficializar a nova sede do governo português.

II. O Brasil deixou de ser colônia e, tornando-se a sede da monarquia portuguesa, equiparava-se politicamente à metrópole.

III. A medida facilitou as relações comerciais, e possibilitou maior autonomia à antiga colônia.

Está correto o que se afirma em

A menor distância entre os pontos do plano cartesiano R2 , com coordenadas inteiras e que estão sobre a reta y = 3x + 1 é 

- u.c. significa unidade de comprimento.

TEXTO II

O texto II desta prova foi extraído do segundo capítulo da novela A indesejada aposentadoria, do escritor maranhense Josué Montello (*1917 — †2006). Contemporâneo dos escritores que fizeram o romance de 30, Montello enveredou por outro caminho: explorou a narrativa urbana. Escreveu uma das obras-primas da literatura brasileira: Os tambores de São Luís (1975). A novela A indesejada aposentadoria, de 1972, conta a história de Guihermino Pereira, um funcionário público, já nas vésperas de se aposentar. 

Josué Montello. A indesejada aposentadoria.
Capítulo II, p. 11-14. Texto adaptado. 

Atente aos pares de palavras opostas tendo em vista a estrutura em que se assenta a superficialidade do texto.

I. Atividade vs. inércia.

II. Fortaleza vs. tibieza ou debilidade.

III. Inteireza vs. incompletude.

O texto trabalha com as oposições contidas em

TEXTO II

O texto II desta prova foi extraído do segundo capítulo da novela A indesejada aposentadoria, do escritor maranhense Josué Montello (*1917 — †2006). Contemporâneo dos escritores que fizeram o romance de 30, Montello enveredou por outro caminho: explorou a narrativa urbana. Escreveu uma das obras-primas da literatura brasileira: Os tambores de São Luís (1975). A novela A indesejada aposentadoria, de 1972, conta a história de Guihermino Pereira, um funcionário público, já nas vésperas de se aposentar. 

Josué Montello. A indesejada aposentadoria.
Capítulo II, p. 11-14. Texto adaptado. 

TEXTO I

O texto I desta prova é um excerto da parte 2, capítulo III, da obra Bandeirantes e pioneiros: paralelo entre duas culturas, de Vianna Moog — gaúcho de São Leopoldo (*1906 — †1988). Nesse capítulo, Moog faz um estudo comparativo entre a colonização dos EUA e a do Brasil, um paralelo entre as fundações da América inglesa e da América portuguesa. 

Vianna Moog. Bandeirantes e pioneiros: Paralelo entre duas culturas. Capítulo III: Conquista e colonização. p. 103-104. Texto adaptado.

Leia a placa informativa presente em uma churrascaria.

Porcos e javalis são subespécies de uma mesma espécie, Sus scrofa. A referência ao número de cromossomos justifica-se pelo fato de que são considerados javalis puros apenas os indivíduos com 36 cromossomos. Os porcos domésticos possuem 38 cromossomos e podem cruzar com javalis.

Desse modo, é correto afirmar que:

Texto 2

A obra D. Guidinha do Poço conta a história de D. Margarida Reginaldo de Sousa Barros — conhecida como Guida ou Guidinha —, herdeira do Capitão-Mor Reginaldo Venceslau. Depois da morte do pai, ela se casa com o Major Joaquim Damião de Barros, o Major Quim, dezesseis anos mais velho do que ela. Embora tivessem casa na vila, fixaram residência na fazenda Poço da Moita, herdade de Margarida. Depois de alguns anos de casados, Margarida se apaixona por Secundino, jovem praciano, sobrinho do marido. Quando o Major Quim descobre a traição, pede o divórcio, que Guida não aceita. O Major deixa-a na fazenda e vai morar na casa da Vila. A mulher, então, contrata um capanga de nome Naiú para matar o marido. O caboclo faz o serviço, mas, quando é preso, revela que fora D. Margarida a mandante do homicídio.

O capítulo que você lerá é o último da obra, quando se dá a prisão de D. Guidinha do Poço. 

Manuel de Oliveira Paiva. Dona Guidinha do Poço. p. 125-126. Texto adaptado.