2023年6月英语四级真题(第2套)及答案.docx

the workforce to raise kids, for example, or that they don“t seek as many management roles-failed to justify this one. These young women didn“t have kids yet. And because they were just one year removed from their undergraduate degrees, few of these women yet had the chance to go after (much less decline) leadership roles.But there are other reasons why the pay gap remains so persistent. The first is that no matter how many women may be getting college degrees, the university experience is still an unequal one. The second is that our higher education system is not designed to focus on the economic consequences of our students“ years oncampus.Now that women are the majority of college students and surpass men in both the number of undergraduate and advanced degrees awarded, one might think the college campus is a pretty equal place. It is not. Studies show that while girls do better than boys in high school, they start to trail off during their college years. They enroll in different kinds of classes, tend to major in less rigorous (格外严格的)subjects, and generally head off with less ambitious plans.As a result, it“s not surprising that even the best educated young women enter the workplace with a slight disadvantage. Their college experience leaves them somewhat confused, still stumbling (栽侄”)over the dilemmas their grandmothers generation sought to destroy. Are they supposed to be pretty or smart? Strong or sexy (性感的)?All their lives, todays young women have been pushed to embrace both perfection and passion-to pursue science and sports, math and theater-and do it all as well as they possibly can. No wonder they are not negotiating for higher salaries as soon as they get out of school. They are too exhausted, and too scared of failing.56. Traditionally, it is believed that women earn less than men becauseA) they have failed to take as many rigorous coursesB) they do not feel as fit for management rolesC) they feel obliged to take care of their kids at homeD) they do not exhibit the needed leadership qualities57. What does the author say about Americans higher education system?A) It does not offer specific career counseling to women.B) It does not consider its economic impact on graduates.C) It does not take care of women students“ special needs.D) It does not encourage women to take rigorous subjects.58. What does the author say about today"s college experience?A) It is different for male and female students.B) It is not the same as that of earlier generations.C) It is more exhausting than most women expect.D) It is not so satisfying to many American students.59. What does the author say about women students in college?A) They have no idea how to bring out their best.B) They drop a course when they find it too rigorous.C) They are not as practical as men in choosing courses.D) They dont perforin as well as they did in high school.60. How does the author explain the pay gap between men and women fresh from college?A) Women are too worn out to be ambitious.B) Women are not ready to take management roles.C) Women are caught between career and family.D) Women are not good at negotiating salaries.Passage TwoQuestions 61 to 65 are based on the following passage.Reading leadership literature, you''d sometimes think that everyone has the potential to be an effective leader.I dorTt believe that to be true. In fact, I see way fewer truly effective leaders than I see people stuck in positions of leadership who are sadly incompetent and seriously misguided about their own abilities.Part of the reason this happens is a lack of honest self-assessment by those who aspire to (追求) leadership in the first place.Weve all met the type of individual who simply must take charge. Whether it's a decision-making sessions basketball game, or a family outing, they carTt help grabbing the lead dog position and clinging on to it for dear life. They believe theyre natural born leaders.Truth is, theyre nothing of the sort. True leaders dorTt assume that it"s their divine (神圣的)right to take charge every time two or more people get together. Quite the opposite. A great leader will assess each situation on its merits, and will only take charge when their position, the situation, and/or the needs of the moment demand it.Many business executives confuse leadership with action. They believe that constant motion somehow generates leadership as a byproduct. Faced with any situation that carTt be solved by the sheer force of activity, they generate a dust cloud of impatience. Their one leadership tool is volume: if they think you aren t working as hard as they think you should, their demands become increasingly louder and harsher.True leaders understand the value of action, of course, but it isrTt their only tool. In fact, it isrTt even their primary tool. Great leaders see more than everyone else: answers, solutions, patterns, problems,opportunities. They know it"s vitally important to do, but they also know that thinking, understanding,reflection and interpretation are equally important.If you'Te too concerned with outcomes to the extent that you manipulate and intimidate others to achievethose outcomes, then you aren't leading at all, youre dictating. A true leader is someone who develops his or her team so that they can and do hit their targets and achieve their goals.61. What does the author think of the leaders he knows?A) Many of them are used to taking charge.B) Few of them are equal to their positions.C) Many of them fail to fully develop their potential.D) Few of them are familiar with leadership literature.62. Why are some people eager to grab leadership positions?A) They believe they have the natural gift to lead.B) They believe in what leadership literature says.C) They have proved competent in many situations.D) They derive great satisfaction from being leaders.63. What characterizes a great leader according to the author?A) Being able to take prompt action when chances present themselves.B) Having a whole-hearted dedication to their divine responsibilities.C) Having a full understanding of their own merits and weaknesses.D) Being able to assess the situation carefully before taking charge.64. How will many business executives respond when their command fails to generate action?A) They reassess the situation at hand.B) They become impatient and rude.C) They resort to any tool available.D) They blame their team members.