Read the passage given below to answer the questions by choosing the correct options.
If we ask, "Why did such-and-such a group or organization, which was perfectly ordinary, become a high-performance team or an excellent organization?", the answer is often that they were inspired to raise their sights and standards by the vision, enthusiasm and drive of a particular leader. Therefore it is impossible to divorce effective teambuilding from effective leadership.
The ability to inspire others is a general characteristic of good leaders. It is essentially important if the group or organization is working in difficult conditions or adverse circumstances, where morale can easily fall.
To achieve excellence in results over a period of time in an organization, as in a football team, is not accidental. The various properties of groups identified in Part One — communication, decisions making, cohesiveness, morale, atmosphere, standards, procedures — are all found again in high-performance teams but to different degrees. The average work group and the exceptional team can be compared to two horses: both have the same muscles, legs lungs and other organs. But one is an ordinary riding horse in the local stables, the other is a three times winner of the Grand National. Why is one different from the other?
In the transformations of a work group into a team, and an ordinary team into a high-performance team, attention must be given to three crucially important elements; leadership, membership and common methods of working together.
The vision, zeal and drive of a good leader turns an organisation into:
Answer & explanation
Correct answer: option 2
The correct answer is Option (2) → a high performance organisation
The passage says that an ordinary group or organization often becomes "a high-performance team or an excellent organization" because its people are inspired "by the vision, enthusiasm and drive of a particular leader". Zeal means enthusiasm.
Why the Other Options are Incorrect?
Option 1: an ordinary organisation — Incorrect. Wrong time: "perfectly ordinary" is what the group was before the leader inspired it.
Option 3: a low performance organisation — Incorrect. Contradicted: a good leader raises standards; he does not lower them.
Option 4: an underperforming organisation — Incorrect. Contradicted: an underperforming organisation does less well than expected, the opposite of the result the passage describes.