题目内容：

    Intelligence makes for better leaders —from undergraduates to managers to presidents — according to multiple studies. It certainly makes sense that handling a market shift or anything alike requires intelligence. But new research on leadership suggests that, at a certain point, having a higher IQ stops helping and starts hurting.

Although previous research has shown that groups with smarter leaders perform better by objective measures, some studies have suggested that followers might subjectively view leaders with extremely high intellect as less effective. Decades ago, Dean Simonton, a psychologist from the University of California, Davis, proposed that brilliant leaders’ words may simply go over people’s heads, their solutions could be more complicated to carry out and followers might find it harder to relate to them. Now Simonton and two colleagues have finally tested that idea, publishing their results in the July 2017 issue of the Journal of Applied Psychology.

The researchers looked at 379 male and female business leaders in 30 countries across fields including banking, retail and technology. The managers took IQ tests and each was rated on  leadership  style  and  effectiveness  by  an  average  of  eight  co-workers.  IQ  positively correlated (和......正相关)with ratings of leader effectiveness, strategy formation, vision and several other characteristics—up to a point. The ratings peaked at an IQ of around 120, which is higher than roughly 80 percent of office workers. Beyond that, the ratings declined(降低).

The researchers suggest the “ideal” IQ could be higher or lower in various fields, to 140 or 100, depending on whether technical or social skills are more valued in a given work culture.

“It’s an interesting and thoughtful paper,” says Paul Sackett, a management professor at University of Minnesota, who was not involved in the research. “To me, the right interpretation of the work would be that it highlights a need to understand what high-IQ leaders do leads to lower understanding by followers,” he says. “The wrong interpretation would be, “Don’t hire high-IQ leaders.”

The study’s lead author, John Antonakis, a psychologist at the University of Lausanne in Switzerland, suggests leaders should use their intelligence to use creative language that will persuade and inspire others—the way former U.S. President Barack Obama did. “I think the only way a smart person can signal their intelligence properly and still connect with the people,” Antonakis says, “is to speak in charming ways.”

1.The reason why those with high IQs are viewed as worse leaders is probably that _______.

A.followers think of their leaders to be less effective

B.it is hard for them to get their plans across to followers

C.their IQ has a positive correlation with leader effectiveness

D.their social skills can’t be recognized in some work culture

2.Which of the following graphs shows the correct relationship between IQ points and leadership qualities?

A. B.

C. D.

3.To improve their leadership, high-IQ leaders can _______.

A.use inspiring and accessible language B.interpret the work they are involved in

C.take a course in leader effectiveness D.communicate more with their followers

4.What is Paul Sackett’s attitude towards hiring high-IQ leaders?

A.Unconcerned. B.Positive. C.Doubtful. D.Unclear.

5.What could be the best title for the passage?

A.A Way to Success for High-IQ Leaders.

B.The Latest Research on Intelligence.

C.Does a High IQ Advance Your Leadership?

D.Choose to be a Leader of Low Intelligence.