To fix the problem Essay Example

To fix the problem Essay The task is to fix the problem of the car companys storage problem, using either excel or access. To gather full information, I researched the problem by going round the company showrooms and asking relevant questions to both the salesman and the manager. I have tried to ask them questions about the weaknesses of their data storage and the strengths. I can then see what needs to be improved and make the database as effective as possible. The questions will also give me an insight of what is needed in the database and I will use the internet and books to answer the questions. I presented the software to them, Excel and Access.ExcelExcel is a spreadsheet and has the ability to create, analyse and share data quickly.Excel can be used as a database but it has severe limitations and is more useful for maing graphs and calculations.AccessAccess is a powerful database for analysing and managing data. It is suitable to both powerful users and first time users. New users can use the tools to help them while the more powerful users can integrate with the database.It has many abilities: the ability to validate data, the ability to sort by date, numeric or alphabetical options, the ability to then create standard letters from the sorted data, the ability to perform searches and the ability to create queries etc. its main advantage is the simplicity and the many output it has such as reports and forms.Access is a fantastic database which can be used by new and experienced usersHere is a list of questions I asked:TO THE MANAGER1) What is your current storage of data?Currently we have all our data stored on paper2) Are you happy with this system?No, no particularly. The data isnt safe, it can be lost easily. All we can do id make copies, but we dont want the paper to get loose.3) Are you scared that data might fall in the wrong hands?Yes definitely, this is one of our biggest problems; we dont want other people to see out details4) I have a proposition for you, I am willing t o design you a better type of storage using ICT, and would you accept this?Well, I no how important our data is and I want my system to improve. Ok, ill accept.5) I have 2 different types of software for you, a spreadsheet and a database. Which would you prefer?After looking at this, I think that access looks better. It seems to have many features which are useful to us and I think this would definitely be the best out of the three. I personally know how to use access and am comfortable with it so I think it will be the best.6) Currently, how many computers have you got?Unfortunately we only have 2.7) Do you have access?Yes we do.To the salesmen/women1) Do you think the current system is good?2) Do you think the current system is safe?3) Would you prefer a better storage system?4) Are you comfortable with excel?5) Are you comfortable with access?6) Are you comfortable with lotus?7) What are you most comfortable with?From the questions I asked, I have discovered the areas which need to be improved. From the questions I asked, I found out that the company had only 2 computers with but they did have access. The system they are currently using is using paper. The problem is that the data is not safe and takes long to access.The possible solutions were either using spreadsheets or a database. With the spreadsheet, a lot of data could be stored and it could be sorted easily. But a database can be protected (by using a password) and it is better as the customer can see a picture of the car as well as seeing much clearer data. It might take longer on the spreadsheet as the data is not as clear, with the database you could probably search for the right car by typing just 1 word. It looks much more professional some of the staff are comfortable with a database. Excel can be used as a database but it has severe limitations. In Access, you can do complex searches (called Queries, produce quality Reports and convenient data entry forms. You can also improve your database b y making it relational. Excel is more suited to performing calculations or data modelling functions.A relational database application such as Access is better than a Flat File database program, such as Information Workshop or Excel because it can mean spending less time on data entry and fewer errors. So therefore access is the best to choose.I now know that they would benefit mostly from a database as it would make life easier and is the right sort of data for their problem. A database would be a preferred solution as it is quick, easy, and safer and many of the salesmen know how to use databases.Knowing which kind of method to use, I revisited the company and asked them what pieces of information they would like in the database.So from my research, I have found out that a database is the preferred solution for there data problem because a database is quick, easy ,safe and all of the employees will be able to use a database. A database will be the best solution as they could add ca rs and take away cars which have been sold.Databases are an advantage because:* They allow large amounts of information to be stored in a relatively small space.* Information can be quickly and easily retrieved from the database (much quicker than searching a filing cabinet).* Data can be re-sorted very quickly into any desired sequence.* Information can be kept up-to-date with very little effort.My objectives had been set, set-up a simple database, containing data such and bhp and price, which all the users could use, so that the company could quickly sell their cars and make money. I had to make a database where data can easily be added and removed.The data will come from the actual car showroom. For the first set of cars, the details of the cars will be transferred from the paper into the database. Any new cars that come into the showroom, will have there details put on a specially designed form (in the design section).

Ethical Leadership its Variations

Ethical Leadership its Variations Abstract Researchers have concentrated efforts to uncovering aspects and conceptions of ethical leadership models that could be used in contemporary organizations to not only ensure leadership effectiveness, but also enhance follower development and realization of organizational goals.Advertising We will write a custom research paper sample on Ethical Leadership its Variations specifically for you for only $16.05 $11/page Learn More In this light, the present analysis contributes to our understanding of one such leadership model known as ethical leadership and its variations, which include servant, spiritual and authentic leadership. The careful and exhaustive comparisons done between these leadership theories and other conventional leadership models such as transformational and charismatic leadership give credence to the fact that leader emphasis on ethical dimensions of leadership generates beneficial personal and organizational outcomes. It has also been demonstrated that value-based leadership projected in servant, spiritual and authentic leadership is predicated on shared, robustly internalized values that are promoted and acted upon by the leader, but which goes a long way to ensure leadership effectiveness, positive organizational outcomes in terms of competencies development and productivity, and follower development. Research into the servant, spiritual and authentic leadership models have demonstrated some shared, common features as well as broad differences. Although these theories may represent a paradigm shift of leadership approaches into the future, more systematic and quantitative research is needed to harmonize the varying conceptions and other grey areas of the theories discussed comprehensively in this paper. Indeed, it has been noted that the popular appeal of these evolving leadership approaches is yet to translate into credible academic respectability. Introduction Despite sustained attention by scholars and prac titioners to the wide discipline of leadership, discussions of ethical leadership in public, private and even nonprofit organizations still remains largely anecdotal and highly normative. However, as noted by Rubin, Doedorff Brown (2010), this is not to imply that the study of ethical leadership has been disregarded in its entirety.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More To the contrary, scholars, driven by ethics scandals and subsequent demise of companies like Enron, World-Com, Lehman Brothers and Tyco (Millar, Delves Harris, 2010; Sendjaya et al, 2008), have concentrated efforts to uncovering aspects and conceptions of ethical leadership, contributing to rich, descriptive information on the field (Rubin et al, 2010). The present paper purposes to examine different conceptions of ethical leadership, including servant, spiritual and authentic theories, and to compare and contrast them with the transformational and charismatic theories with a view to bring into light how these conceptions could be employed to occasion important organizational outcomes. Ethical Leadership: Background Definition Although practitioners and scholars are of the opinion that ethics is the core of leadership (Xiayong, Fen Jiannong, 2011), and while the fundamental importance of leadership – particularly top management – in promoting and sustaining ethical conduct in organizations has long been understood (Brown Mitchell, 2010), it is only in the past decade that ethical leadership has been methodically studied from a descriptive and predictive social scientific perspective (Millar et al, 2010). Earlier studies as noted by Brown Mitchell (2010) looked into the effects of leadership behaviors without developing formalized theoretical conceptions. However, it was not until early 2000s when Trevià ±o and colleagues cited in Brown Mitchell (2010) engaged in the first formal explorations focused on developing an all-encompassing definition of what ethical leadership entails. Their qualitative studies, as demonstrated by these authors, revealed that ethical leaders were best depicted along two interrelated continuums: moral person and moral manager. Later, Brown et al (2005) cited in Xiaoyong et al (2011) further illuminated the conceptualization to develop a formal definition of ethical leadership as â€Å"†¦the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision making† (p. 362). Below, this paper narrows its focus to critically examine three variants of ethical leadership, namely: servant leadership, spiritual leadership, and authentic leadership.Advertising We will write a custom research paper sample on Ethical Leadership its Variations specif ically for you for only $16.05 $11/page Learn More Servant Leadership Definition Conceptions Robinson (2009) cited in Waterman (2011) suggests that the phrase ‘servant leadership’ in its contemporary perspective â€Å"†¦was developed by Robert Greenleaf (1977), but the idea can be traced to antiquity and is associated with a range of religious beliefs† (p. 24). Due to modernization of societies, however, the concept of service has evolved from just representing the religious connotation of ‘service to others’ to a leadership approach based on not only showing care and concern for other people (Waterman, 2011), but also demonstrating the desire to build and develop them personally and professionally (Taylor et al, 2007). Holistically, therefore, servant leadership entails â€Å"†¦helping others to accomplish shared objectives by facilitating individual development, empowerment, and collective work that is consistent with t he health and long-term welfare of followers† (Yukl, 2009, p. 420). From the systematic review of literature (e.g., Yukl, 2009; Taylor et al, 2007; Sendjaya et al, 2008), several conceptions of servant leadership have crystallized, namely: integrity; altruism; humility; empathy and healing; personal growth; fairness and justice, and; empowerment. Ebener O’Connell (2010) suggest that â€Å"†¦a servant leader begins by acting with integrity, creating supportive relationships, and helping others to grow† (p. 320). As demonstrated by Page Wong (2005), servant leadership is associated with such inner qualities as humility, integrity, fairness, altruism and a servant’s attitude, which are reinforced by the development of a highly moral and spiritual character. Effects of Servant Leadership Available literature demonstrates that organizations are increasingly searching for ethical and effective leadership that not only serve others, but invests in their de velopment and executes a shared vision (Sendjaya et al, 2008; Page Wong, 2005). According to Ebener O’Connell (2010), â€Å"†¦servant leaders encourage people to go above and beyond their own immediate interests by performing organizational citizenship behaviors [which] are defined as altruistic, prosocial activities that have been shown to enhance organizational performance† (p. 315).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Irving (2005) postulates that servant leadership behaviors are intrinsically correlated to the effectiveness of teams in the realization of shared objectives or goals. Extant research on leadership demonstrates that when team members acknowledge servant leadership, they are bound to appear as whole people and trustworthy professional co-leaders – fundamental ingredients in building effective teams (Ebener O’Connell, 2010). Greenleaf (1977) cited in Sendjaya et al (2008) was of the opinion that â€Å"†¦servant leadership is demonstrated whenever those served by servant leaders are positively transformed in multiple dimensions (e.g. emotionally, intellectually, socially, and spiritually) into servant leaders themselves† (p. 408). This transformation takes place collectively and repeatedly, and in turn, inspires positive changes in individuals, organizations and communities. Research on Servant Leadership Researchers and practitioners have reported a shift in the leadership paradigm for the 21st century (Taylor et al, 2007) from the traditional leadership approaches to an emerging leadership approach that appears more relevant and timely in the present context (Sendjaya et al, 2008). Greenleaf’s (1977) seminal work on servant leadership not only brought the construct to the public discourse in the mid 1970s (Irving, 2005), but also stimulated interest from other researchers who have continued to expand on the topic and to shed light on various conceptions that surround servant leadership (Yukl, 2009). According to Irving (2005), â€Å"†¦the work surrounding servant leadership from the early 1990s through 2003 focused on identifying themes that could help to operationalize the concept of servant leadership† (p. 2). To quote a few of these works, Graham (1991) cited in Irving (2005) stressed the inspirational and moral dimensions of servant leadership, while Buchen (1998) suggested that self-identity, capability for rec iprocity, relationship building, and obsession with the future were fundamental themes of servant leadership. Spears (1998) also cited in Irving (2005) â€Å"†¦emphasized the dimensions of listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment, and community building† (p. 2). Farling et al (1999) cited in Sendjaya et al (2008) argued for the importance of servant leaders to demonstrate vision, influence, service to others, integrity, and trust, while Laub (1999) cited in Irving (2005) put forward the concepts of valuing people, developing people, participating in building community, exhibiting authenticity, providing leadership, and sharing leadership as essential for servant leaders. Limitations of Servant Leadership It has been suggested that although the literature â€Å"†¦on servant leadership have increased in the past few years, there has still been limited research conducted in a systematic, quantitative man ner† (Taylor et al, 2007 p. 415). Indeed, the popular appeal of servant leadership as an evolving leadership approach has not translated into academic respectability, in large part due to the under-representation of the theory in major textbooks on management, leadership and organizational behavior. Due to the lack of a significant research base on servant leadership, Sendjaya et al (2008) postulate that the model is still been faced with vague psychometric properties, which are fundamentally important for further development and validation of the approach. It is also generally felt that many organizations that are perceived to practice servant leadership are hierarchical in nature and, consequently, the power distance between the servant leaders and their followers or other team members may not be conducive to the elements or themes of servant leadership discussed in this paper (Ebener O’Connell, 2010). Spiritual Leadership Definition Conceptions Fry (2003) argues th at â€Å"†¦the purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity† (p. 693). Unlike classic organizational, administrative and leadership theories, spiritual leadership can be defined as encompassing the values, attitudes, and behaviors that are perceived as essential to fundamentally motivate people so that they are able to develop a sense of spiritual survival at work through calling and membership (Karadog, 2009). Extant research demonstrates that although the conceptions of spiritual leadership are many and varied (Carter, 2009), they revolve around the issues of spiritual beliefs (e.g., hope and faith in God); transcendence of self, manifesting in an active sense of calling or destiny; engagement in spiritual practices (e.g., praying, meditating, and reading scripture), and; conviction that an indivi dual’s activities have meaning and value beyond the immediate economic benefits or self-gratification (Ferguson Miliman, 2008). Consequently, this paper will utilize one construct proposed by Fry (2003) cited in Freeman (2011), which â€Å"†¦explains spirituality in leadership within an intrinsic motivation model that incorporates vision, altruistic love/faith; theories of workplace spirituality and spiritual survival; and the organizational outcomes of commitment and productivity† (p. 122). Research on Spiritual Leadership Fry Matherly (n.d.) are in agreement that â€Å"†¦issues regarding workplace spirituality have been receiving increased attention in the organizational sciences and the implications of workplace spirituality for leadership theory, research, and practice make this a fast growing area of new research and inquiry by scholars† (p. 3). Research has demonstrated that spiritual leadership not only lead to valuable personal results such a s enhanced positive human health and psychological happiness but that it also conveys improved employee satisfaction, loyalty and commitment while reducing instances of absenteeism and turnover (Carter, 2009). Indeed, Kaplan Norton (2004) cited in Fry Matherly (n.d.) argue that â€Å"†¦a high degree of workplace spirituality and spiritual leadership, as a driver of organizational commitment and productivity, is essential to optimizing organizational performance† (p. 3). Consequently, many research studies (e.g., Ferguson Miliman, 2008; Freeman, 2011; Fry Cohen, 2009; Fry Matherly, n.d.) conclude that spiritual leadership basically entails motivating and inspiring employees through a transcendent vision and a culture that is intrinsically grounded on altruistic values to produce a more inspired, satisfied, committed and productive workforce. Limitations of Spiritual Leadership Researchers have identified several major weaknesses that must be addressed for spiritual l eadership to gain acceptance within the scientific community as a newly emerging paradigm. Ferguson Miliman (2008) note that there exist a lack of accepted conceptual definition of what spirituality actually entails, while Fry Cohen (2008) note that there are inadequate measurement tools to evaluate the thematic conceptions of spirituality. Limited theoretical development and legal concerns have also been identified as genuine challenges for the development of a leadership paradigm that is rooted in spirituality (Fry Matherly, n.d.). Authentic Leadership Definition and Conceptions The term authenticity â€Å"†¦implies that one acts in accord with the true self, expressing oneself in ways that are consistent with inner thoughts and feelings† (Avolio Gardner, 2005, p. 320). The recognition of the self-referential nature of authenticity, therefore, is fundamental to comprehending the construct of authentic leadership. Avolio et al (2004) cited in Avolio Gardner (2005) describe authentic leaders as individuals who are profoundly conscious â€Å"†¦of how they think and behave and are perceived by others as being aware of their own and others’ values/moral perspectives, knowledge, and strengths; aware of the context in which they operate; and who are confident, hopeful, optimistic, resilient, and of high moral character† (p. 321). The related conception of authentic leadership is defined by academics as a process that draws from both positive psychological capabilities and a well matured organizational context, which results in both superior self-awareness and self-regulated positive behaviors and actions on the part of leaders and their followers (Avolio Garner, 2005), fostering positive modeling, self-development, and the attainment of sustainable and veritable performance (Rowe Guerrero, 2011; Blausten, 2009). Effects of Authentic Leadership The effects of authentic leadership are many and varied (Blausten, 2009), and include : development of positive psychological capital and positive moral perspective (Rowe Guerrero, 2011); development of leader and follower self-awareness in terms of values, cognitions, and emotions; development of leader and follower self-regulation in terms of internalized behavior, balanced processing, and authentic behavior (Avolio Gardner, 2005); development of leadership processes and behaviors such as positive modeling, personal and social identification, emotional contagion, self determination and positive social exchanges (Sendjaya et al, 2008); follower development, and; veritable and sustainable organizational performance (Rubin et al, 2010). It is also generally felt that authentic leadership institutes open, transparent, trusting and genuine relationships between the leaders and followers. Research on Authentic Leadership A number of scholars have undertaken research on authentic leadership. One of the pioneers of these studies was Bill George, who posited â€Å"†¦that being yourself; being the person you were created to be rather than developing an image or persona of a leader is the way to restore confidence in business organizations after Enron and Arthur Andersen† (Sparrowe, 2005, p. 420). When formulating their model of authentic leadership development, Luthans Avolio (2003) cited in Sparrowe (2005) argue that the kind of leadership that can reinstate confidence from the challenge of declining hope in organizational leaders and their associates is by engaging individuals who are true to themselves, and whose transparency and accountability in either public or private discourse positively transforms or develops the followers into leaders themselves. Limitations of Authentic Leadership While Walumbwa et al (2008) report that it is often difficult to measure some aspects of authentic leadership, Avolio Garner (2005) argue that more research is needed â€Å"†¦on the relationship between authentic leadership and the levels of s elf-awareness of leaders and followers† (p. 334). These authors also report a dearth in research relating to evaluating the direct consequence of the leader’s positive psychological capital on associates and their mediating outcomes on sustained organizational productivity and performance. Similarities Differences of Servant, Spiritual Authentic Approaches of Leadership Research into the three approaches of leadership has demonstrated some shared, common features of the approaches as well as broad differences. Among the similarities, Avolio Gardener (2005) argue that leaders in the three approaches must exhibit positive moral perspective and demonstrate self-awareness in terms of values, cognitions, and emotions. Similarly, all approaches advocate for self-determination, follower self-awareness and follower development (Sendjaya et al, 2008), not mentioning that they share a strong emphasis on the ethical dimension of leadership (Brown Mitchell, 2010). Sendjaya et a l (2008) argue that both the â€Å"†¦servant leadership and Fry’s (2003) spiritual leadership models appeal to virtuous leadership practices and intrinsic motivating factors to cultivate a sense of meaning, purpose, and interconnectedness in the workplace† (p. 404). These authors suggest that both leadership paradigms endeavor to facilitate a holistic, integrated workplace where people engage in significant, meaningful and intrinsically motivating work, and where leadership orientation finds its expression or meaning and purpose of life through service. Indeed, available literature demonstrates that the spiritual leadership’s conceptions of vision, altruistic love, and hope/faith (Fry Matherly, n.d.) are also embedded in the conceptions of servant leadership (Sendjaya et al, 2008; Freeman, 2011). Given the discussed similarities, it would be conceivable to assert that â€Å"†¦servant leadership is embedded in spiritual leadership in that servant lead ership is a manifestation of altruistic love in the action of pursuing transcendent vision and being driven to satisfy needs for calling and membership† (Sendjaya et al, 2008, p. 404). Conversely, it would be equally conceivable to argue that spiritual leadership is grounded on the motivational basis for servant leaders to engage followers in authentic and thoughtful ways that transform their behavioral orientation to be what they are competent of becoming (Freeman, 2011). Sendjaya et al (2008) posit that servant leaders have the capacity to lead authentically since their leadership originates from the ‘being’ as evidenced in their unswerving display of humility, integrity, accountability, security and vulnerability. It is important to note that the causal spiritual leadership model developed by Fry (2003) cited in Sendjaya et al (2008) â€Å"†¦identifies follower needs for spiritual survival as expressed through calling and membership as outcome variables, whereas calling and membership are inherent in servant leadership behaviors† (p. 405). Consequently, it can be argued that spirituality is one of the many facets of servant leadership, but there exist other equally fundamental facets such as self-sacrificial servant-hood behavior, empowerment, collective work, and moral values that are not evidently expressed in many spiritual leadership models (Sendjaya et al, 2008). It has been observed that a critical aspect of spiritual leadership is the need to be authentic, hence the relationship between spiritual leadership and authentic leadership. Spiritual leadership is also related to servant leadership in that it intrinsically focuses on â€Å"†¦serving others and emphasizing the development of people† (Ferguson Milliman, 2008, p. 448). Among the differences, Avolio Garner (2005) notes that internalized self regulation is demonstrated in both spiritual and authentic leadership, while authentic behavior is demonstrated in servant as well as authentic leadership, but not in spiritual leadership. Equally, it can be argued that spirituality is a significant source of motivation for servant leaders but is not highlighted in the authentic leadership model (Sendjaya et al, 2008). Personal and social identification on the part of the leader is present in authentic leadership but vaguely demonstrated in both servant and spiritual leadership. Equally, positive social exchange is clearly outlined as a conception of authentic leadership but not for spiritual and servant leadership (Avolio Gardner, 2005). The conception of follower self-awareness in terms of cognitions and emotions is clearly outlined in both authentic and spiritual leadership, but is not considered in the servant leadership. Lastly, it has been noted in the literature that the conception of relational transparency is carried with much weight in authentic leadership but not in the other two leadership approaches (Avolio Gardner, 2005) Comp aring the Approaches with Transformational Charismatic Theories Defining Transformational Leadership Burns (1978) cited in Sagnak (2010) defined transformational leadership as moral leadership, where â€Å"†¦leaders and followers further take each other’s motivation and morality to higher levels† (p. 1137). Bass (1985) also cited in Sagnak (2010) further advanced the transformational leadership approach to include the aspects of idealized influence (charisma) on the part of the leader, inspirational motivation, self-fulfillment, intellectual simulation, self-actualization, and personalized consideration. A transformational leader, according to Engelbrecht et al (2005), aims to fundamentally alter the values, beliefs and attitudes of followers. Defining Charismatic Leadership Weber (1947) cited in Fry (2003) defined charismatic leadership as any approach that demonstrates: strong desire to influence others; ability to act as a role model for the beliefs and values that followers need to adopt; ability to articulate ideological goals with moral overtones; ability to communicate high expectations and demonstrate confidence in followers’ abilities to meet and surpass these expectations; ability to arouse task-relevant motivation by tapping followers’ needs for esteem, power, and affiliation, and; ability to link the identity of followers (employees) to the collective identity of the organization. A Discussion of the Similarities Differences Leadership scholars have often asserted that servant leadership is somewhat similar to transformational leadership in that â€Å"†¦both approaches encourage leaders and followers to raise one another to higher levels of motivation and morality† (Sendjaya et al, 2008, p. 403). However, these authors note that servant leaders are theoretically different from Bass’s (1985) transformational leaders in that not only are servant leaders more likely than transformational leaders to exhibit the natural inclination to serve disadvantaged and marginalized people, but the outcomes of enhanced motivation and commitment demonstrated by transformational leaders â€Å"†¦may not necessarily benefit followers as there is nothing in the transformational leadership model that says that leaders should serve followers for the good of followers† (p. 403). However, it should be noted that as is the case with servant leadership, the transformational leadership model outlined by Burns (1978) cited in Sendjaya et al (2008) required leaders to lead the followers for their own ultimate good. While the role of servant leaders may be seen in the light of serving followers; that of a transformational leader may be perceived in the light of encouraging followers to pursue organizational goals and objectives (Sendjaya et al, 2008). Another distinction closely related to this is that while transformational leadership deals primarily with ‘performance beyond expectatio ns’, servant leadership is fundamentally concerned with entrenching the followers’ holistic moral and ethical development (Taylor et al, 2005). Whetstone (2002) observes that whereas a transformational leader may be instrumental and manipulative in nature, a servant leader is bound to be manipulated by the followers. Taylor et al (2007) suggest that although servant leadership may be perceived as an extension of transformational leadership, it ends up valuing people and treating them as ends rather than means while many transformational theories treats people as means to achieve organizational objectives. However, the authors note that the followers’ emotional attachment to the leader in servant leadership, along with the motivational arousal of followers as an outcome of the leader’s behavior and actions, is fundamentally considered a consequence of transformational leadership. Carter (2009) argues that spiritual leadership shares some convergent element s with transformational leadership in that it is not only linked to social responsibility, integrity and stability, but it shapes the values, beliefs and practices of followers, and provides overall meaning to their own existence. Some central components of both spiritual and transformational leadership theories, according to Sagnak (2010), include the commitment of the manager to a higher cause or purpose and the articulation of meaningful values on a deeper level to organizational members. Additionally, Avolio Gardner (2005) posit that the conception of follower development is a focal component in servant, spiritual, and authentic leadership but is vaguely outlined in transformational and charismatic leadership models. As observed by Avolio Gardner (2005), transformational and authentic leadership are related in that authenticity serves as a moral compass by which the objectives and intentions of transformational leaders can be holistically determined. However, these authors not e that although authentic leadership can encompass all the other leadership approaches (e.g., transformational, charismatic, servant, and spiritual), it may not be charismatic to the extent demonstrated by transformational leadership as authentic leaders must work hard and lead with purpose, meaning and values to build lasting relationship with followers. To the contrary, Sagnak (2010) observes that transformational leaders â€Å"†¦may be charismatic in their opinion of the followers and thereby inspire them; they meet emotional needs of each employee and/or provide intellectual simulation† (p. 1137). This distinction demonstrates that being an authentic leader does not automatically imply that the leader is transformational. Brown Mitchell (2010) posit that â€Å"†¦transformational and charismatic leadership have been studied extensively and the cumulative findings suggest that [they] are positively associated with important ethics-related outcomes such as follow er’s perceptions of trust in fairness of their leader and organizational citizenship behaviors† (p. 586). This therefore implies that these leadership approaches projects similar elements with servant, spiritual and authentic leadership in terms of followers’ trust and organizational citizenship behaviors. Internalized self regulation and personal and social identification are focal components shared by authentic, spiritual, transformational, and charismatic leadership approaches, but are largely absent in servant leadership (Avolio Gardner, 2005). Conclusion This analysis contributes to our understanding of ethical leadership and its different variations, namely servant, spiritual and authentic leadership. The careful comparisons between these leadership theories and other conventional leadership models such as transformational and charismatic leadership give credence to the fact that leader emphasis on ethical dimensions of leadership generates beneficial pers onal and organizational outcomes. It has also been demonstrated that value-based leadership projected in servant, spiritual and authentic leadership is predicated on shared, robustly internalized values that are promoted and acted upon by the leader, but which goes a long way to ensure leadership effectiveness, positive organizational outcomes in terms of competencies development and productivity, and follower development (Fry, 2003). The task, therefore, is for the management of contemporary organizations to select a leadership approach that will articulate a better vision of a better future. Reference List Avolio, B.J., Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(1), 315-338. Blausten, P. (2009). Can authentic leadership survive the downturn? Business Strategy Review, 20(1), 84-87. Retrieved from Business Source Premier Database. Brown, M.E., Mitchell, M.S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 585-616. Retrieved from Business Source Premier Database. Carter, J. (2009). Transformational leadership and pastoral leader effectiveness. Pastoral Psychology, 58(3), 261-271. Retrieved from Academic Search Premier Database. Ebener, D.R., O’Connell, D.J. (2010). How might servant leadership work? Nonprofit Management Leadership, 20(3), 315-335. Retrieved from Business Source Premier Database. Engelbresht, A.S., Van Aswegen, A.S., Theron, C.C. (2005). The effect of ethical values on transformational leadership and ethical climate in organizations. South African Journal of Business Management, 36(2), 19-26. Retrieved from Business Source Premier Database. Ferguson, J., Miliman, J. (2008). Creating effective core organizational values: A spiritual leadership approach. International Journal of Public Administration, 31(4), 439-459. Freeman, G.T. (2011). Spirituality and servant leadersh ip: A Conceptual model and research proposal. Emerging Leadership Journeys, 4(1), 120-140. Fry, L., Cohen, M. (2009). Spiritual leadership as a paradigm for organizational transformation and recovery from extended work hours cultures. Journal of Business Ethics, 84(2), 265-278. Fry, L.W., Matherly, L.L. (n.d.). Spiritual leadership and organizational performance: An exploratory study. Retrieved from https://www.tarleton.edu/home/. Irving, J.A. (2005). Servant leadership and the effectiveness of teams. Unpublished Doctoral Dissertation, Regent University. Retrieved from http://people.bethel.edu/~irvjus/PDF/Irving,Justin-RegentUniversity_final.pdf. Karadog, E. (2009). Spiritual leadership and organizational culture: A study of structural equation modeling. Educational Sciences: Theory Practice, 9(3), 1391-1405. Retrieved from Academic Search Premier Database. Millar, C.J.M., Delves, R., Harris, P. (2010). Ethical and unethical leadership: Double vision? Journal of Public Affairs, 10(3), 109-120. Retrieved from Business Source Premier Database. Rowe, G., Guerrero, L. (2011). Cases in leadership. (2nd ed.). Thousand Oaks, CA: SAGE Publications, Inc. Rubin, R.S., Diedorff, E.C., Brown, M.E. (2010). Do ethical leaders get ahead? Exploring ethical leadership and promotability. Business Ethics Quarterly, 20(2), 215-236. Retrieved from Business Source Premier Database. Sagnak, M. (2010). The relationship between transformational school leadership and ethical climate. Educational Sciences: Theory Practice, 10(2), 1135-1152. Retrieved from Academic Search Premier Database. Sendjaya, S., Sarros, J.C., Santora, J.C. (2008). Defining and measuring servant leadership behavior in organizations. Journal of Management Studies, 45(2), 402-424. Retrieved from Business Source Premier Database. Sparrowe, R.T. (2005). Authentic leadership and the narrative self. The Leadership Quarterly, 16(1), 419-439. Taylor, T., Martin, B.N., Hutchinson, S., Jinks, M. (2007). Examination of leadership practices of principles identified as servant leaders. International Journal of Leadership in Education, 10(4), 401-419. Retrieved from Business Source Premier Database. Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T., Peterson, S. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126. Waterman, H. (2011). Principles of servant leadership and how they can enhance practice. Nursing Management, 17(9), 24-36. Retrieved from Business Source Premier Database. Whetstone, J.T. (2002). Personalism and moral leadership: The servant leader with a transforming vision. Business Ethics: A European Review, 11(4), 385-392. Retrieved from Business Source Premier Database. Xiaoyong, X., Fen, Y., Jiannong, S. (2011). Ethical leadership and leaders’ personalities. Social Behavior Personality: An International Journal, 39(3), 361-268. Retrieved from Academic Search Premier Database. Yukl, G.A. (2009). Leaders hip in Organizations. Upper Saddle River, NJ: Prentice Hall.

Risk Management in Panama Canal Essay Example | Topics and Well Written Essays - 250 words

Risk Management in Panama Canal - Essay Example The papers highlight different risk analysis techniques that are applicable in analyzing risk, in Panama Canal. Risk analysis techniques used in forecasting are categorized in either qualitative or quantitative method. Qualitative techniques base their finds and conclusions on opinions and feelings of individuals. These include opinions and judgments of experts, consumers or scholars. Quantitative methods of risk analysis are based on numerical records over in the period. Quantitative analysis of different categories of project requirements and resources are recorded in the paper. The analysis includes meaning, standard deviation and means of all categories of resources, possible risks, costs, and conditions necessary for the Panama Canal project.The paper comprises of different steps and procedures taken in the development of the Panama Canal as highlighted by Kendrick (2006). Identification of the work and deliverables was the first step carried out in Panama Canal. Secondly, there was the organization of project work and clear determination of work breakdown structure on the Panama Canal project. Most of Stevens’s effects were utilized in the preparation of the initial work on the canal. Work breakdown structure is then decomposed into lower-level components that would be functional. These components are assigned identification codes. Lastly, examination of decomposition is carried out to assess whether the decomposed components are complete and clear.

Prediction of Coastal Wave Breaking Essay Example | Topics and Well Written Essays - 1250 words

Prediction of Coastal Wave Breaking - Essay Example However the magnitude of such waves may be unequal. In the process, the energy from the wind is transferred to the wave and this is then carried on to great distances. In this process, a waver undergoes many transitions in its energy and characteristics when it interferes with other waves. The energy of such a wave might then increase or decrease when such interferences occur. In this phenomenon of energy transfer, the water molecules itself do not physically move with the wave but rather pass on the energy in the direction of the wave by just moving up and down. Creation of waves is a continuous process and therefore small and large waves can be seen almost continuously to be moving towards the shore. Such waves are created at any location in oceans irrespective to its relative location with the land mass however differential temperature play an important role in governing where shall the wind blow from and eventually plays a vital role in generation of waves. The temperatures of oceans also differ from each other and the kind of waves that can be seen in one differs much from the other. When the wave approaches landmass and as the sea floor begins to rise, the wave gradually changes its shape. Its physical form gets transformed and edge waves are generated by this interaction. When a swell reaches the coastline it also comes nearer to the sea floor which offers friction and results in eventually slowing down of the wave. The wave loses some part of its energy with this contact. With this retardation in speed, the period of the wave is shortened and thus the wave height increases and this creates more visible and turbulent crests in a wave. This phenomenon of slowing down of waves is called shoaling. The manner in which this happens is largely dependent upon the nature of the sea floor; especially it's gradient. This process of shoaling ultimately results into a situation where the top of the wave attains a considerable height and the forward movement of the upper part overtakes the wave and begins to spill foreword. This results into the disintegration of the wave formation and thus resulting into what is called a 'wave break'. This breaking of wave is dependent on many different factors such as the type of swell, the direction and intensity of wind, slope of sea bed and sea floor features like physical objects, vegetation etc. The factor of wind is the most vital in understanding and prediction how the wave shall break in what time of the day. When the offshore wind is blowing from the land side to the seaside, it prolongs the time that a wave takes to break. The wind blows to act against the top part of the wave and thus provides it a support. Therefore the wave takes longer time to break in comparison to what it would have taken in the absence of wind. In this case the wave creates more powerful break when it is achieved. The onshore wind that flows from sea side to the landside acts in the opposite manner to the phenomenon explained in the offshore winds and therefore it lessens the time that a wave needs to break by pushing the upper part of the wave. In a way, it aids the water to break even before it reaches the desired amount of rise so as to cause its naturally swelling. In this phenomenon it can be seen that many times the waves break before teaching the

Organization Development survey (advantage and disadvantage) Essay

Organization Development survey (advantage and disadvantage) - Essay Example The questions begin with what, how, when, where and why (Jolley, 2012, p. 26). This is the relatively fast method to collect the data in survey; however, it may take long to prepare and analyze. It needs a lot of time and effort to prepare questionnaires, to analyze the questionnaires, to make the specific questions so that the object is achieved, but then, at the end, it requires minimum time to conduct it. In comparison with other methods, data collection in survey questionnaires is relatively fast. The return rates of questionnaires survey are high. Questionnaires are easy to answer. It takes a minimum of five minutes to fill the whole questionnaire. For this reason, people usually do not argue in filling questionnaires. Other methods such as interviews take a lot of time of the respondents, so people usually argue on it. Survey questionnaires can easily be distributed to a large number of audiences. It enables to gather many different point of views (Zikmund and Babin, 2009, p. 7). The questionnaires cover almost every part of research unlike interviews. Questionnaires are designed in a way so that every aspect is covered. It consists of accurate questions of which it requires accurate answers. It can have many questions to cover every aspect of the respective topic. Many of the positivists â€Å"believe that quantitative data can be used to create new theories and / or test existing hypotheses† (Koneru, 2008, pp. 218–220). The questionnaires enable to gather quantitative data. It allows the respondent to give direct answers, i.e. yes or no, which makes the data accurate. These accurate data lead to the formation of theories or existing hypothesis. One of the main benefits of survey questionnaire is that it does not require a high rate of investment. The cost involved in distributing the questionnaires is negligible as compared with the other methods of data

Economic Impact of the Indonesian Mineral Law

Economic Impact of the Indonesian Mineral Law Abstract Raw mineral ores is one of excellence natural product in Indonesia. For many years, the mineral mining company in Indonesia can export raw mineral ores directly over the world. A new mining law mandates the mining company to process the ores domestically then export its product. The government purpose is to increase value added of the mineral ores and creates domestic industry activity. The problem arises since there are only few smelters which ready to process the mineral ores. In short run, this new law has a negative impact to mineral export activity and GDP growth become slower. 1 Introduction Indonesia is one of rich countries with abundant mineral resource. Bauxite, copper, gold, nickel and tin are Indonesia’s excellence mineral resource export product. This mineral ores are spread over in Indonesia region, mostly in Kalimantan Island, Papua Island, Sumatra Island and Sulawesi Island. The latest report of U.S. Geological Survey (USGS) mentions the estimation of bauxite reserves in Indonesia is 1,000,000 metric ton, ranked Indonesia in 6th of biggest bauxite reserves in the world. Meanwhile the reserve of Indonesia’s copper is 28,000 metric ton, the 8th largest in the world. Gold reserve is 3,000 metric ton, placed in 5th largest reserves in the world. Other Indonesia resources, nickel and tin are estimated 3,900,000 and 800,000 metric ton reserved beneath the earth. Indonesia’s nickel is 6th largest deposit and tin reserve ranked this country at 2nd position in the world (USGS, 2014). Figure 1.Production per year its reserves (bauxite, nickel, tin) (source: USGS, 2014) Figure 2.Production per year its reserves (copper, gold) (source: USGS, 2014) These generous resources are being used by Indonesian government to add national income by export the mineral ores to foreign country. Since 1967, Indonesian government attracts foreign company to invest in mining sector. To regulate the Foreign Direct Investment (FDI) in mining sector, the government had been issued several mining law which has revised over the time. Since then, the mining sector is become favorite among foreign investor (Bhasin Venkataramany, 2007). These mining activities contribute to Indonesia’s Gross Domestic Product (GDP). Together with oil gas and quarrying, mining sector accounted with 7% in real GDP at 2012 (at constant prices). Even though this sector does not contribute more in contrary with another natural resource e.g.: agriculture, livestock, forestry and fishery with 12% contribution in GDP, mineral sector still contribute USD 61.3 billion in Indonesia’s total GDP of USD 875.72 billion Figure 3. Indonesia GDP 2012 at constant prices (source: Central Bureau of Statistics) 2 Indonesia New Mining Law After spending almost four years discussion in the House of Representatives, on 16th December of 2008 the parliament members agreed a new mining law, replacing old mining law which had been applied almost 40 years. This new mining law officially signed by the president on January 2009 and the law is known as Law No.4/2009 Concerning Mineral and Coal Mining (Syahrir, Bongaerts, Drebenstedt, 2013). The government’s purpose to implement this new mining law is not only regulates the contract term for foreign investor company and obligate them to have a mining license, but also better environment and increasing added value of mineral resources (Syahrir et al., 2013). In order to protect the environment area which affected by mining operation, the new mining law also regulate the mining company to keep the environment and ensure them to fulfill the minimum requirement of environmental standard operational based on their level of license. Beside the environment purpose, the new law also regulates the company to undertake domestic processing. The Law no.4/ 2009, Chapter XIII, article 102 and 103 stated: Article 102 The holders of Mining Business License (IUP) and Special Mining Business License (IUPK) shall increase the added value of mineral and/or coal resources in carrying out mining, processing and purification activities as well as in making use mineral and coal. Article 103 The holders of Mining Business License (IUP) and Special Mining Business License (IUPK) for operational production shall process and purify output of the domestic mining. The holders of IUP and IUPK as referred to in paragraph (1) can process and purify the mining output from others holders of IUP and IUPK. Further provisions on the need to increase the added value as referred to in Article 102 as well as on the processing and purification as referred to in paragraph (2) are to be provided for in government regulation. Furthermore, the Ministry of Energy and Mineral Resource (MoEMR) also issued a regulation no.34/2009 in order to control production and export of mining product. This is reflected from article 5 MoEMR no.34/2009 which stated: The Mining Company as cited in Article 3 paragraph (1) shall be allowed to export the mineral or coal as long as it is capable of fulfilling a Minimal Percentage of Mineral Sale or Minimal Percentage of Coal Sale. This policy issued as government want to ensure the supply for increasing domestic demand. With this Ministry Regulation, the company may export their production, but is encouraged to fulfill domestic demand which calculated by Domestic Market Obligation (DMO) (PricewaterhouseCoopers, 2012). Despite this new mining law was signed on five years ago in 2009; the effect will be enforced on 12 January 2014. Therefore, after 12 January 2014 the mining company cannot export mineral unprocessed. This situation is totally different when in the old mining rules regime[1], the mining company still allowed to shipping the mineral ores directly to their buyer; industrial countries, such as: China, Japan, EU countries and United States. At that time the mineral ores are exported and then processed by the buyer in order to add the value of ores product. Later, Indonesia’s industry sector will import the metal product to supply their production (Syahrir et al., 2013). For example: Indonesia shipyard industries have to import steel from China where the China’s steel plant produced steel from Indonesia’s iron ores. Based on this situation, the idea of adding value to mineral resource in Indonesia came to surface. And later the President of Indonesia Republic signed it as the new mining law. This law and regulation will close the mining company’s curtain to export the mineral resources directly to the buyer unless the mineral is processed domestically. 3 The Lack Preparation of Mineral Refinery Sector After the new law has been signed on December 2009, the mineral resources have to be processed or extracted in domestic smelter or extractor. In the other hand there are only three available mining refinery in Indonesia by 2012: PT Aneka Tambang, PT Indonesia Asahan Aluminium and PT Smelting (Hogan Lovells, 2012). After another regulation MoEMR reg. no.7/2012 come into force to mandate the mining companies to increasing the value through mineral processing, some mining company are intended to invest smelter in Indonesia which are: PT Vale Indonesia, PT Freeport Indonesia, PT Newmont Nusa Tenggara, PT Weda Bay Nickel, PT Jogja Magasa Iron and PT Agincourt Resources. Those mining companies should build mining refinery in order to comply the law even though they are facing uncertainty condition to build a smelter caused by unrealistic deadlines and unclear concept of Contract of Work (CoW) (McBeth, 2014). Indonesia’s inconsistence policy and high risk investment made the companies considering build a smelter are decreasing (Jensen Burton, 2014). This unprepared mineral refinery industry to anticipate the new mining law is being unhealthy to Indonesian mining sector as their ore cannot be shipped. Fortunately, the government already received several refinery plant proposals coming from domestic investor and foreign investor. However only three are expected to start the project this year with takes at least 5 years to complete (Jensen Burton, 2014). 4 The Effect of Mineral Law As mentioned above, there is some increasing amount of mineral ores in mining companies’ stock pile as it cannot be shipped over the world. After the new mining law has been applied, the export activity especially in mining sector is decrease which can be shown by following figure: Figure 4.Export of Mineral Ores (source: Ministry of Trade) The figures describing the export of mineral ores; especially: tin, copper, nickel and aluminum. After the new law has been signed, the mining companies start to boost the production in order to add extra revenue before they could not export the ores unprocessed. When the MoEMR no.7/2012 released to mandate them to increasing mineral value added, they start to slow down the production as they cannot export directly to their buyer. Table 1.GDP growth quarterly at constant price (source: Central Bureau of Statistics) This condition also affecting Indonesia’s GDP growth as the mineral trade also contribute to Indonesia GDP as shown in previous table. From nine sectors of GDP contributor, only mining and quarry sector which decrease consecutively in 1st quarter and 2nd quarter of 2014. Throughout the first quarter of this year, the value-added mining and quarrying decreased about 0.38% when compared with last year in the same quarter. If calculated based on constant 2000 prices, the value added produced by the sector in the first quarter of 2014 was only Rp 48.2 trillion. The figure is lower than the first quarter of 2013 amounted to Rp 48.4 trillion and fourth quarter 2013 amounted to Rp 50 trillion (Central Bureau of Statistics, 2014). However, in the trade, export of coal only US $ 5.63 billion, down 13.29% compared to the first quarter of 2013 amounted to US $ 6.49 billion. In fact, coal became the biggest contributor to non-oil exports. So that the growth of exports to the first quarter of 2014 GDP is minus 0.78% (Central Bureau of Statistics, 2014) 5 Conclusion In the short run, the result of new mining law is negative to mining trade activity and to national income growth. In the long run after the smelter built, the mining sector will increase again and the domestic industry also growth since the mineral ores should be processed domestically. As the result, in the long term this law will lead greater national income growth. Literature References: Bhasin, B., Venkataramany, S. (2007). Mining Law and Policy: Replacing the â€Å" Contract of Work † System in Indonesia Mining Law and Policy: Replacing the â€Å" Contract of Work † System in Indonesia, 1–16. Central Bureau of Statistics. (2014). Pertumbuhan Ekonomi Indonesia Triwulan II-2014, (63). Gandataruna, K., Haymon, K. (2011). A Dream Denied? Mining Legislation and The Constitution in Indonesia. Bulletin of Indonesian Economic Studies, 47(2), 221–231. doi:10.1080/00074918.2011.585951 Hogan Lovells. (2012). Investment in Indonesia ’ s Mineral Refining and Processing Sector: Value-added Regulations and Industrial Policy, (July). Jensen, F., Burton, M. (2014). As smelters weigh cost, Indonesia’s ore export ban may backfire. Retrieved December 11, 2014, from http://www.reuters.com/article/2014/01/27/indonesia-minerals-smelters-idUSL3N0KY20P20140127 McBeth, J. (2014). How to kill an industry in Indonesia. Retrieved December 11, 2014, from http://www.atimes.com/atimes/Southeast_Asia/SEA-01-100214.html PricewaterhouseCoopers. (2012). Mining in Indonesia Investment and Taxation Guide, 4th Editio(April). Syahrir, R., Bongaerts, J. C., Drebenstedt, C. (2013). The Future of Indonesian Mining Activities after the Implementation of Law Number 4 of 2009 Concerning Mineral and Coal Mining ( The New Mining Law ). IMRE Journal, 7(4). USGS. (2014). Mineral Commodity Summaries 2014. [1] The mining predecessor law no.11/1967 used over than 40 years in Indonesia mining industry. At that time, the mining company which most of them is foreign investor act as contractor under government and tied with Contract of Work (CoW) agreement (Gandataruna Haymon, 2011)

Character Transformations In Dh Lawrences the Blind Man And the Ho :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  In DH Lawrence’s stories â€Å"The Blind Man† and â€Å"The Horse Dealer’s Daughter,† the reader watches as characters move from having something missing in their lives, to being truly whole.   Ã‚  Ã‚  Ã‚  Ã‚  Lawrence uses images of darkness to illustrate the emotions of his characters. In â€Å"The Blind Man,† Isabel goes to look for Maurice and when she steps into the stable where he is, â€Å"The darkness seemed to be in a strange swirl of violent life† (Lawrence, 132). The darkness that swirled around Isabel is the darkness in which Maurice lives. The â€Å"Horse Dealer’s Daughter,† is also consumed in darkness, as seen in the description of the dwindling town. The description reads like a disaster report on the five o’clock news: â€Å"across a shallow dip in the country, the small town was clustered like a smoldering ash, a tower, a spire, a heap of low, raw, extinct houses† (Lawrence, 147). To live in a town such as this, a person would become part of the â€Å"smoldering ash,† as Mabel had. When Mabel was with her brothers she â€Å"sat on like one condemned,† (Lawrence, 144) as they discussed her fate. Sh e stayed quiet, working in the house because the family could no longer afford the hired help they once had. They could, in fact, no longer afford the horses that once brought them money. As the family breaks apart, with each sibling going his separate way, Mabel finds herself trapped by her emotions.   Ã‚  Ã‚  Ã‚  Ã‚  There is a great tension felt by each of Lawrence’s characters. Mabel, in â€Å"The Horse Dealer’s Daughter,† and Maurice, in â€Å"The Blind Man,† are excellent examples of this tension. Mabel’s tension seems to remain an internal struggle, while Maurice’s affects his wife greatly. After closer examination, it is apparent that Mabel’s internal struggles become evident as she interacts with her brothers. She works in the kitchen and rarely answers them when they speak to her. She has pushed aside any traits she may have possessed and has become like a hired hand, going about her work, not speaking. Maurice’s struggles are shown through his actions also. When Bertie and Isabel are talking after dinner, Maurice excuses himself. He seems uncomfortable in the situation and consequently retires himself to the darkness of the stable. It is not until Bertie goes out to look for him, that Maurice confronts his emotio ns.   Ã‚  Ã‚  Ã‚  Ã‚  The characters of Maurice and Mabel move toward wholeness as they confront the emotions they have previously denied.