Todas as questões do ENEM

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  

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  

As to the leadership pattern that requires attitudes based on features of both male and female behaviors, one may infer that it

Para construção de uma tanque com formato de paralelepípedo aberto na parte superior para tratar água com volume igual a 30 m³ foram utilizados dois tipos de material. O material para o fundo do tanque custou R$ 1000,00 por m², enquanto que para as laterais foram gastos R$ 600,00 por m². Sabendo que o comprimento da base é o dobro da sua largura, analise as afirmações a seguir sobre a função que determina o custo total do material utilizado nessa construção, de acordo com o comprimento da base.

Assinale a alternativa correta.

Ao se rotacionar a região delimitada pelo arco R e pelo segmento BC em torno do eixo y, obtém um sólido cujo volume mede:

(Considere as medidas indicadas em cm e o arco como sendo um quarto de uma circunferência)

Para um desenvolvimento sustentável é importante o uso racional de energia. Considerando o exposto, analise as afirmações a seguir.

I É importante conhecermos a potência elétrica de um eletrodoméstico, pois ela é um dos fatores relacionados ao consumo de energia elétrica.

II O consumo de energia elétrica de um aparelho está ligado sempre ao produto de sua potência elétrica pelo tempo em que ele permanece ligado.

III Todos os aparelhos fabricados com tensão nominal de 110V consomem menos energia elétrica que os fabricados com tensão nominal de 220V.

Todas as afirmações corretas estão em:

Observe o gráfico da função cujo domínio é o conjunto D={x∈R/-2<x<4} e analise as afirmações a seguir.

I A função é par.

II A função possui 3 raízes reais.

III No intervalo A=[1,3] a função é decrescente

IV A função pode ser representada por y = x³-3x²-x+3, sendo D={x∈R/-2<x<4}.

Todas as afirmações corretas estão em:

Analise as alternativas a seguir considerando as equações c: x² + y² = 4 e r: 3x + 4y = 10.

Todas estão corretas, exceto a:

Numere os períodos de modo a constituírem um texto coeso e coerente e, depois, indique a sequência numérica correta.

( ) Hoje, o desodorante apresenta diversas formas que podem ser escolhidas de acordo com a necessidade de cada um. Encontramos desodorantes aromatizados ou sem perfume, com ou sem álcool e os com ou sem agentes bactericidas.

( ) Desde a época do Império Romano que se tenta controlar o suor e o odor produzidos pelas axilas. Os homens desta época usavam pequenas almofadas aromatizadas debaixo das axilas para diminuir o odor provocado pelo suor.

( ) Em razão do alto preço, o produto somente se espalhou no Ocidente. Após a Segunda Guerra Mundial, os preços caíram e assim o desodorante se tornou acessível.

( ) Podem ainda ser antitranspirante, que fecha cerca de 50% das glândulas sudoríparas, ou antiperspirante que reduz a formação do mau cheiro e a transpiração.

( ) No início do século XX, os Estados Unidos fabricaram um produto à base de sulfato de potássio e sulfato de alumínio, que seria capaz de controlar o suor e diminuir o odor, e deram o nome de desodorante.

Disponível em: http://www.brasilescola.com/curiosidades/a-origem-do-desodorante.htm. Acesso em: 12-05-2012.

Em 22 de junho de 2012, o presidente Fernando Lugo foi acusado de fraco desempenho de suas funções e destituído pelo Senado paraguaio.

Sobre as repercussões desse fato na agenda externa do país, é CORRETO afirmar: