介绍了两种关注点的机制，以及不同的领导可能对下属激发出哪种关注点。
关于职场，领导，及下属的行为表达和观点，可用在职场话题中。
建议在学习前先做完听力题目哦。
听力原文：
Today, I want to talk about self-regulatory focus theory and how the actions ofleaders can affect the way followers approach differentsituations. Self-regulatory focus theory is a theory developed by ToriHiggins. He says that a person's focus at any giventime is to either approach pleasure or avoid pain. These are two basicmotivations that each and every one of us has, and they cause us to havedifferent kinds of goals. Promotion goals in differentlife situations emphasize achievement. Preventiongoals are oriented towards the avoidance of punishment.
In a specific situation, our thoughts mightfocus more on promotion goals or more on prevention goals. The theory suggeststhat two factors affect which goals we are focusing on. First, there is a chronic factor. This factor is connected to a person'spersonality and says that each person has a basictendency to either focus more on promotion goals or focus more onprevention goals as part of his or her personality. Second, there is a situational factor which means that the context we are in can make us more likely to focus onone set of goals or the other. For example, we are more likely to be thinkingabout pleasure and to have promotion goals when we are spending time with afriend. In contrast, if we are working on an important project for our boss, weare more likely to try to avoid making mistakesand therefore have more prevention goals in our mind.
Research has shown that the goals we arefocusing on at a given time affect the way we think. For example, when focusingon promotion goals, people consider their ideal self, their aspirations and gains. They don’t think about whatthey can lose, so they think in a happier mode. They feel more inspired to change.
When people are focusing on preventiongoals, they think about their ought self. What are theysupposed to be? What are people expecting from them? They consider their obligations to others. As a result, they experience more anxiety and try to avoid situations wherethey could lose.
Now that I have talked about the twofocuses and how they affect people, I want to look at the idea that the wayleaders behave, or their style of leading, canaffect the focus that followers adopt in a specific situation. In talking about leadership, we often mention transformational leaders and transactional leaders.Transformational leaders, when interacting with their followers, focus on theirdevelopment. In their words and actions, transformational leaders highlight change. Their speech is passionate and conveys a definitive vision. All of these things canencourage followers to think about what could be. In other words, they inspire a promotion focus in their followers.
In contrast, transactional leaders focus ondeveloping clear structures that tell their followers exactly what is expectedof them. While they do explain the rewards people will get for following orders, they emphasize more how a followerwill be punished or that a follower won't get rewarded if his or her behaviordoesn't change. In short, they emphasize the consequences of making a mistake. This emphasis willclearly lead followers to focus on avoiding punishment and problems. This isclearly a prevention focus.
In conclusion, it is important to understandthat one focus is not necessarily better than the otherone. For a designer who works in a field where a lot of innovation isneeded, a promotion focus is probably better. In contrast, a prevention focuswhich causes people to work more cautiously and produce higher quality workmight be very appropriate for a job like a surgeon, for example. The main pointof the research, though, is that the actions of leaderscan greatly influence whether people approach asituation with more of a promotion focus or more of a prevention focus.
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