bossing
简明释义
n. 厚层切底；艉膨出部；肿块（如瘤、节疤等）
v. 指挥（boss 的现在分词）
n. （Bossing）人名；（英）博辛
英英释义
单词用法
小组长；领班；帮派头目 | |
党魁 |
同义词
反义词
| 跟随 | 他在遵循团队的指导方针。 | ||
| 服从 | 她在提交她的想法以供考虑。 | ||
| 合作 | 他们在这个项目上合作。 |
例句
1.Reported manifestations of pneumoceles, and similarly of pneumosinus dilatans, include but are not limited to headaches, frontal bossing, exophthalmos, vision loss, and CSF rhinorrhea.
窦膨出的临床表现，扩张性气化同样类似，包括但不限于头痛、额部隆起，眼球突出，视觉丧失，脑脊液鼻漏。
谁在指挥这项工作？
3.He started bossing people around.
他开始支使大家了。
4.I'm sick of you bossing me around!
我讨厌你对我指手画脚。
汤姆喜欢对人发号施令。
6.Lacking effectiveness, the supervisor system of young teachers in universities can be divided into four types: non-governing, superficial, bossing and wrong-directing.
从实效性缺失的角度而言，高校青年教师导师制可分为放任自流型、蜻蜓点水型、老板员工型和南辕北辙型。
7.He's always bossing his wife about.
他总是对妻子呼来唤去的。
8.However, this person's assets may also be their liability - this person is used to bossing everyone around, and I am not sure that will sit well with you.
但是，这个人的优点也同样是缺点——这个人习惯在身边召集各种人，我不确信这样的情况你会喜欢。
9.Reported manifestations of pneumoceles, and similarly of pneumosinus dilatans, include but are not limited to headaches, frontal bossing, exophthalmos, vision loss, and CSF rhinorrhea.
窦膨出的临床表现，扩张性气化同样类似，包括但不限于头痛、额部隆起，眼球突出，视觉丧失，脑脊液鼻漏。
10.It's frustrating when he starts bossing 发号施令 the team without consulting anyone.
当他在没有咨询任何人时开始发号施令，真让人沮丧。
11.He doesn't like it when his colleagues start bossing 发号施令 him around.
他不喜欢同事们开始对他发号施令。
12.Stop bossing 发号施令 me! I can handle this on my own.
别对我发号施令！我可以自己处理这个。
13.The manager is always bossing 发号施令 us, making it hard to enjoy our jobs.
经理总是发号施令，让我们很难享受工作。
14.She has a habit of bossing 发号施令 everyone around at work.
她在工作中有发号施令的习惯。
作文
In today’s fast-paced work environment, the concept of leadership has evolved significantly. Traditionally, a leader was often seen as someone who dictated tasks and made decisions unilaterally. This approach, sometimes referred to as bossing, can create an atmosphere of tension and resentment among team members. When a leader engages in bossing, they may overlook the valuable input and creativity that each team member can bring to the table. Instead of fostering collaboration, bossing tends to stifle innovation and reduce morale.Effective leadership today requires a more democratic and inclusive approach. Leaders are encouraged to listen actively to their teams and to encourage open communication. By moving away from bossing, leaders can create an environment where everyone feels valued and empowered to contribute. In this way, the role of a leader shifts from that of a dictator to a facilitator, guiding the team towards common goals while respecting individual contributions.One of the key reasons why bossing is ineffective is that it creates a power imbalance. When leaders impose their will without considering the perspectives of their team members, it can lead to disengagement and a lack of ownership over projects. Employees may feel like mere cogs in a machine, rather than integral parts of a collaborative effort. This can result in high turnover rates and a toxic workplace culture.On the other hand, when leaders adopt a more supportive style, they can inspire loyalty and dedication among their teams. By encouraging feedback and genuinely considering the ideas of others, leaders can foster a sense of belonging and commitment. Team members are more likely to go above and beyond when they feel their contributions are recognized and appreciated, rather than dismissed through bossing.Moreover, the modern workforce is increasingly diverse, with individuals bringing varied experiences and perspectives. A one-size-fits-all approach, often characterized by bossing, fails to leverage this diversity effectively. Instead, leaders should strive to understand the unique strengths of each team member and how they can complement one another. This not only enhances productivity but also drives innovation, as diverse teams are known to produce more creative solutions.In conclusion, while bossing may have been a common leadership style in the past, it is no longer effective in today’s collaborative work environments. Leaders who choose to engage with their teams, listen to their ideas, and promote a culture of respect will find that they achieve far greater success. By moving away from bossing and embracing a more inclusive approach, organizations can harness the full potential of their teams, leading to improved performance and job satisfaction. Ultimately, the shift from bossing to collaborative leadership is not just beneficial for employees; it is essential for the long-term success of any organization.
在当今快节奏的工作环境中，领导力的概念发生了显著变化。传统上，领导者常被视为独断专行、发号施令的人。这种方法有时被称为bossing，可能会在团队成员之间造成紧张和怨恨的气氛。当领导者参与到bossing时，他们可能会忽视每个团队成员可以带来的宝贵意见和创造力。相反，bossing往往会扼杀创新，降低士气。如今，有效的领导需要一种更民主和包容的方法。领导者被鼓励积极倾听团队的声音，并鼓励开放的沟通。通过摆脱bossing，领导者可以创造一个每个人都感到被重视和有能力贡献的环境。在这种情况下，领导者的角色从独裁者转变为促进者，引导团队朝着共同目标前进，同时尊重个人的贡献。bossing无效的一个关键原因是它造成了权力不平衡。当领导者在没有考虑团队成员观点的情况下强加自己的意愿时，会导致员工的脱离感和对项目缺乏责任感。员工可能会觉得自己只是机器中的齿轮，而不是协作努力中的重要部分。这可能导致高流失率和有毒的职场文化。另一方面，当领导者采取更支持的风格时，他们可以激发团队的忠诚和奉献精神。通过鼓励反馈并真正考虑他人的想法，领导者可以培养归属感和承诺感。当团队成员感到他们的贡献受到认可和重视，而不是通过bossing被忽视时，他们更有可能超越职责。此外，现代劳动力日益多样化，个人带来了不同的经验和视角。一种千篇一律的方法，通常以bossing为特征，无法有效利用这种多样性。相反，领导者应努力理解每个团队成员的独特优势以及如何相互补充。这不仅提高了生产力，还推动了创新，因为多样化的团队被认为能产生更具创意的解决方案。总之，虽然bossing在过去可能是一种常见的领导风格，但在当今的协作工作环境中，它已不再有效。选择与团队互动、倾听他们的想法并促进尊重文化的领导者将发现，他们能取得更大的成功。通过摆脱bossing并采用更具包容性的方法，组织可以充分发挥团队的潜力，从而提高绩效和工作满意度。最终，从bossing到协作领导的转变，不仅对员工有利；对于任何组织的长期成功都是至关重要的。
