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Jonas's job is to attach sereens onto tablet computers. He has done this routine for five years. He is confident in his work. He knows that he is responsible for his autput rather than luck or chance' Which of the following would you recommend to Jonas' manager L acy as the appropriate leadership styles for this situation? achievement oriented and particiaative achiewement-oriertod and suppartise participative and supeo trive participativn and directive Question 42 Which of the foliowing statements is most consistent with the view of shared leadership? Shared leadership coerates out of one focmally assignad pasition shared by two enplopees. Loatiors should share their pawe- anly with other formally recognized leaders: Leadership of an orgarization Ls broady distribated rather than assigned to ane person. Employees lead one another as the occasion arises. Question 43 The erspective of leadership identifes drive, integrity, and emotional intelligance as qualities of effective leaders. subsbitutes for leadership transforimatsarish leaderstip atributes contingencies in path-goal theory.
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You were recently appointed as a new manager. You face a number of issues in your new position. Please address each.
The previous manager used a transactional leadership approach, which has been relatively ineffective. Evaluate one leadership style and describe which you would take.
An experienced executive assistant discovered that she made the same amount of money as a newly hired janitor. Consider the role the human resources department plays in driving organization performance. What HR strategies would you employ to address this?
To keep people motivated in a tough economic environment, the company has shifted from annual to semiannual bonuses. Do you think offering semiannual bonuses is a good way to motivate the kind of behaviors organizations need to survive the economic downturn? What might be some potential problems associated with this approach? What other strategies would you use?
Post answers in paragraph form (minimum of 500-600 words)
SCORING AND INTERPRETATION: A recent view of leadership called Level 5 leadership says that the most successful leaders have two prominent qualities: humility and will. Give 1 point for each item marked Mostly True.
· Humility: Items 1, 2, 3, 4
· Will: Items 5, 6, 7, 8
“Humility” means a quiet, modest, self-effacing manner. A humble person puts group or organizational success ahead of personal success. “Will” means a quiet but fierce resolve to stay the course to achieve the group's desired outcome and to help the group succeed. The traits of humility and will are opposite the traditional idea of leadership as loud and self-centered. If you scored 3 or 4 on either humility or will, you are on track to Level 5 leadership, which says that ordinary people often make excellent leaders.
Remember This
·
(Daft, 2012, p.493)
Nature of Leadership
In most situations, a team, military unit, department, or volunteer group is only as good as its leader. Yet there are as many variations among leaders as there are among other individuals, and many different styles of leadership can be effective.
So, what does it mean to be a leader? Among all the ideas and writings about leadership, three aspects stand out—people, influence, and goals. Leadership occurs among people, involves the use of influence, and is used to attain goals.2Influence means that the relationship among people is not passive. Moreover, influence is designed to achieve some end or goal. Thus, leadership as defined here is the ability to influence people toward the attainment of goals. This definition captures the idea that leaders are involved with other people in the achievement of goals. Leadership is reciprocal, occurring among people.3 Leadership is a “people” activity, distinct from administrative paperwork or problem-solving activities.
Remember This
· • The attitudes and behaviors of leaders shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the .
48 T+D AUGUST 2012Is Everybody’s BusinessLEADERS.docx
48 | T+D | AUGUST 2012
Is Everybody’s Business
LEADERSHIP
By Laurel Goulet, Jonathan Jefferson, and Paul Szwed
In the March 2011 issue of T+D, Stephen L. Cohen presented a
leader development value chain that intentionally made a distinc-
tion among leader (person), leading (situation), and leadership
(system). He identifi ed leaders as C-suite executives, fi rst-line
supervisors, or those in the pipeline. We propose that these
leaders, who conduct leadership as a function of their position,
are engaged in capital L leadership. On the other hand, lower-
case l leadership includes anyone, regardless of title or position,
who interacts with others in the workplace. Leadership, in our
view, is a process that involves the interactions and relationships
between the leader and others. This view of leadership enables
anyone to develop as a leader.
Cohen’s view of leadership focuses on the development of the leader’s characteristics
(knowledge, skills, and abilities) and behaviors. In addition to the characteristics and
behaviors, our view focuses on the development of the leader’s attitudes and values.
Taken together, this ensures alignment between doing and being—which is crucial for
individual and organizational performance. Attitudes and values can be formed through
reflection and mentoring (as shown in Figure 1).
Reflection and mentoring provide leaders an opportunity to consider the impact
and effectiveness of their characteristics and behaviors through a feedback loop. For
example, an organization may determine that it is important for leaders to be compas-
sionate in dealing with others. A leader can easily take this message of compassion and
employ it in his interactions with others. However, without the reflective feedback loop
(for example, consideration of personal observations of own behavior used to update
knowledge), the leader may fail.
AUGUST 2012 | T+D | 49Photo by Veer
Leadership development shouldn’t be exclusive to high-level staff. Rather, all employees
should possess an understanding about leadership from many perspectives.
LISTEN TO THIS FEATURE
at www.astd.org/TDpodcasts
Imagine a leader who is successfully
compassionate when dealing with others
in most situations. But in some contexts or
circumstances, or even with certain per-
sonality types, that same compassionate
stance may not yield appropriate results.
Reflection, whether individually or guided
by a mentor, serves as a learning pro-
cess to enable a leader to become more
effective. Talent management is a strong
vehicle to develop these capabilities.
L.E.A.D. as an enabler
of talent management
At the U.S. Coast Guard Academy, we
have been in the business of developing
leaders of character for some time. We
developed the L.E.A.D. framework as a
lens by which to view and improve our
leader development program. It can be
used to create a strategic design for leader
development programs within an orga-
nization. Spec.
Factors of leadership & leadership effectiveness
Factors of leadership & leadership effectiveness are explained here in this presentation
Leadership
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
CHAPTER 13Leadership Effectiveness©McGraw-Hill Education.docx
CHAPTER 13
Leadership Effectiveness
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Major Questions You Should
Be Able to Answer
13.1 How does having an integrated model of leadership help me become an effective leader?
13.2 How can I use trait theories to improve my ability to lead?
13.3 Do effective leaders behave in similar ways?
13.4 How do I know when to use a specific leader behavior
13.5 How can I use transformational leadership when working with others?
13.6 How can more recent approaches to leadership improve my effectiveness at work?
©McGraw-Hill Education.
2
Leadership and Leader Effectiveness
Leadership
A process whereby an individual influences a group of individuals to achieve a common goal
Effective leadership
To be effective requires a mix of traits, competencies, and interpersonal attributes
From contingency theory we know effective leaders match their choice of behavior to the situational context
©McGraw-Hill Education.
Leadership: a process whereby an individual influences a group of individuals to achieve a common goal.
A person does not need to have a formal position of authority to be a leader.
Anyone who exerts influence over others in the pursuit of organizationally relevant matters is a leader.
OB scholars have developed a great number of theories to help guide managers to improve their leadership effectiveness.
3
An Integrated Model of Leadership
Jump to Appendix 1 for description
©McGraw-Hill Education.
Figure 13.2 presents an integrated model of leadership.
Effective leadership is influenced by four types of leadership behavior: task-oriented, relationship-oriented, passive, and transformational.
Effective leadership also is affected by a combination of task-oriented traits and interpersonal attributes.
Demographic characteristics such as gender and age, task-oriented traits, and interpersonal attributes influence an individual’s use of leader behaviors.
Situational factors dictate that effective leadership requires using the “right” behavior at the “right” time.
4
Leading Versus Managing
Leaders
Inspire
Influence
Create the vision and strategic plan
Managers
Implement
Plan
Organize
Control
©McGraw-Hill Education.
Managers typically perform functions associated with planning, investigating, organizing, and control, and leaders focus on influencing others.
Leaders inspire others, provide emotional support, and try to get employees to rally around a common goal.
Leaders also play a key role in creating a vision and strategic plan for an organization, while managers are charged with implementing the vision and strategic plan.
Good leaders are not necessarily good managers, and good managers are not necessarily good leaders.
Effective leadership requires effective managerial skills at some level.
5
Test Your OB.
Assignment 1 The Role of the Leader and the VisionIn this modul.docx
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
Supportive leadership is the same as which of the following .pdf
Supportive leadership is the same as which of the following leader stykes? ditective people-
criented task-oriented achievament sriented Question 45 Which of the following is a leadership
style identified in path-goal theory? achicument-orientec leadership servant laadership
transformational la=dershis shared leadershia Question 46 Which of the following statements
abcut emotsonal inteligence and leadership is TRUE? Emotiorsal intel genra is ore of the most
franuently identified contingencias af employeas vatar chousing the aest leadership style:
Emational intel gence is one of the desired competencles of effective bosders: Emutional
intalipence is the psychobgira condition that makes peupe want to believe that leaders make a
diuference. Enotional intelligence refers to the leade's abuve-nuarage cognitive ahility to proces
intarmiation..
A Comparative Study of Leadership Effectiveness I.E., Interpersonal Relations...
A Comparative Study of Leadership Effectiveness I.E., Interpersonal Relations...International Journal of Business Marketing and Management (IJBMM)
The present title of the problem is “A comparative study of leadership effectiveness i.e.,
interpersonal relations, intellectual operations, behavioural and emotional stability, ethical and moral strength,
operation as a citizen between male and female in Mizo- population”Essay Leadership
Leadership Research Essay
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Problem 7 The following fraction nonconforming control char.pdf
Please refer to the Network Diagram below. Let X ij represent the number of units shipped from i
to j, where i=1,2,3 and j=4,5,6. The objective function is to minimize overall transportation cost
while making sure all demand is met. Answer each question independently of the other questions.
Unit shipping costs are intentionally hidden from the diagram.Suppose that the original problem
has a unique, non-degenerate solution. Part of this solution requires Plant 3 to send 20 units to
Retailer 4,20 units to Retailer 5 and 10 units to Retailer 6 . Then, Plant 3 's capacity unexpectedly
is reduced by 5 units due to a malfunctioning machine. If we solve the new problem, what would
happen to the objective function value (the total transportation cost)? None of the others The
objective function value would increase. The objective function value would not change. The
objective function value would decrease. The objective function value would either stay the same
or decrease..
Donna and Chris Hoser have been married for three years Don.pdf
Discussion Board: How Millenial are you?
Would you say youre a classic, stereotypical Millennial, or do you find these young upstarts and
their fancy tech gadgets to be lacking in good ol fashioned common sense? Take the quiz below.
Discussion board instructions
Review the attached document(s) or video(s) and use the questions listed below as prompts for
discussion with your classmates. Guidelines are to complete each post before the due date with a
minimum of 150 words. Include in your posts some concepts and vocabulary from the assigned
video or document, textbook, and/or lecture slides to demonstrate your understanding of the
lesson for the module.
Answer the following questions:
What percent Millenial are you?
Provide a specific example of how employing a workforce made up of employees from multiple
generational backgrounds can benefit employers?
Part A: Your first post is due Wednesday and should include answers to the questions and end
with an original question of your own for your classmates to answer..
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You were recently appointed as a new manager. You face a number o.docx
You were recently appointed as a new manager. You face a number of issues in your new position. Please address each.
The previous manager used a transactional leadership approach, which has been relatively ineffective. Evaluate one leadership style and describe which you would take.
An experienced executive assistant discovered that she made the same amount of money as a newly hired janitor. Consider the role the human resources department plays in driving organization performance. What HR strategies would you employ to address this?
To keep people motivated in a tough economic environment, the company has shifted from annual to semiannual bonuses. Do you think offering semiannual bonuses is a good way to motivate the kind of behaviors organizations need to survive the economic downturn? What might be some potential problems associated with this approach? What other strategies would you use?
Post answers in paragraph form (minimum of 500-600 words)
SCORING AND INTERPRETATION: A recent view of leadership called Level 5 leadership says that the most successful leaders have two prominent qualities: humility and will. Give 1 point for each item marked Mostly True.
· Humility: Items 1, 2, 3, 4
· Will: Items 5, 6, 7, 8
“Humility” means a quiet, modest, self-effacing manner. A humble person puts group or organizational success ahead of personal success. “Will” means a quiet but fierce resolve to stay the course to achieve the group's desired outcome and to help the group succeed. The traits of humility and will are opposite the traditional idea of leadership as loud and self-centered. If you scored 3 or 4 on either humility or will, you are on track to Level 5 leadership, which says that ordinary people often make excellent leaders.
Remember This
·
(Daft, 2012, p.493)
Nature of Leadership
In most situations, a team, military unit, department, or volunteer group is only as good as its leader. Yet there are as many variations among leaders as there are among other individuals, and many different styles of leadership can be effective.
So, what does it mean to be a leader? Among all the ideas and writings about leadership, three aspects stand out—people, influence, and goals. Leadership occurs among people, involves the use of influence, and is used to attain goals.2Influence means that the relationship among people is not passive. Moreover, influence is designed to achieve some end or goal. Thus, leadership as defined here is the ability to influence people toward the attainment of goals. This definition captures the idea that leaders are involved with other people in the achievement of goals. Leadership is reciprocal, occurring among people.3 Leadership is a “people” activity, distinct from administrative paperwork or problem-solving activities.
Remember This
· • The attitudes and behaviors of leaders shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the .
48 T+D AUGUST 2012Is Everybody’s BusinessLEADERS.docx
48 | T+D | AUGUST 2012
Is Everybody’s Business
LEADERSHIP
By Laurel Goulet, Jonathan Jefferson, and Paul Szwed
In the March 2011 issue of T+D, Stephen L. Cohen presented a
leader development value chain that intentionally made a distinc-
tion among leader (person), leading (situation), and leadership
(system). He identifi ed leaders as C-suite executives, fi rst-line
supervisors, or those in the pipeline. We propose that these
leaders, who conduct leadership as a function of their position,
are engaged in capital L leadership. On the other hand, lower-
case l leadership includes anyone, regardless of title or position,
who interacts with others in the workplace. Leadership, in our
view, is a process that involves the interactions and relationships
between the leader and others. This view of leadership enables
anyone to develop as a leader.
Cohen’s view of leadership focuses on the development of the leader’s characteristics
(knowledge, skills, and abilities) and behaviors. In addition to the characteristics and
behaviors, our view focuses on the development of the leader’s attitudes and values.
Taken together, this ensures alignment between doing and being—which is crucial for
individual and organizational performance. Attitudes and values can be formed through
reflection and mentoring (as shown in Figure 1).
Reflection and mentoring provide leaders an opportunity to consider the impact
and effectiveness of their characteristics and behaviors through a feedback loop. For
example, an organization may determine that it is important for leaders to be compas-
sionate in dealing with others. A leader can easily take this message of compassion and
employ it in his interactions with others. However, without the reflective feedback loop
(for example, consideration of personal observations of own behavior used to update
knowledge), the leader may fail.
AUGUST 2012 | T+D | 49Photo by Veer
Leadership development shouldn’t be exclusive to high-level staff. Rather, all employees
should possess an understanding about leadership from many perspectives.
LISTEN TO THIS FEATURE
at www.astd.org/TDpodcasts
Imagine a leader who is successfully
compassionate when dealing with others
in most situations. But in some contexts or
circumstances, or even with certain per-
sonality types, that same compassionate
stance may not yield appropriate results.
Reflection, whether individually or guided
by a mentor, serves as a learning pro-
cess to enable a leader to become more
effective. Talent management is a strong
vehicle to develop these capabilities.
L.E.A.D. as an enabler
of talent management
At the U.S. Coast Guard Academy, we
have been in the business of developing
leaders of character for some time. We
developed the L.E.A.D. framework as a
lens by which to view and improve our
leader development program. It can be
used to create a strategic design for leader
development programs within an orga-
nization. Spec.
Factors of leadership & leadership effectiveness
Factors of leadership & leadership effectiveness are explained here in this presentation
Leadership
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
CHAPTER 13Leadership Effectiveness©McGraw-Hill Education.docx
CHAPTER 13
Leadership Effectiveness
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Major Questions You Should
Be Able to Answer
13.1 How does having an integrated model of leadership help me become an effective leader?
13.2 How can I use trait theories to improve my ability to lead?
13.3 Do effective leaders behave in similar ways?
13.4 How do I know when to use a specific leader behavior
13.5 How can I use transformational leadership when working with others?
13.6 How can more recent approaches to leadership improve my effectiveness at work?
©McGraw-Hill Education.
2
Leadership and Leader Effectiveness
Leadership
A process whereby an individual influences a group of individuals to achieve a common goal
Effective leadership
To be effective requires a mix of traits, competencies, and interpersonal attributes
From contingency theory we know effective leaders match their choice of behavior to the situational context
©McGraw-Hill Education.
Leadership: a process whereby an individual influences a group of individuals to achieve a common goal.
A person does not need to have a formal position of authority to be a leader.
Anyone who exerts influence over others in the pursuit of organizationally relevant matters is a leader.
OB scholars have developed a great number of theories to help guide managers to improve their leadership effectiveness.
3
An Integrated Model of Leadership
Jump to Appendix 1 for description
©McGraw-Hill Education.
Figure 13.2 presents an integrated model of leadership.
Effective leadership is influenced by four types of leadership behavior: task-oriented, relationship-oriented, passive, and transformational.
Effective leadership also is affected by a combination of task-oriented traits and interpersonal attributes.
Demographic characteristics such as gender and age, task-oriented traits, and interpersonal attributes influence an individual’s use of leader behaviors.
Situational factors dictate that effective leadership requires using the “right” behavior at the “right” time.
4
Leading Versus Managing
Leaders
Inspire
Influence
Create the vision and strategic plan
Managers
Implement
Plan
Organize
Control
©McGraw-Hill Education.
Managers typically perform functions associated with planning, investigating, organizing, and control, and leaders focus on influencing others.
Leaders inspire others, provide emotional support, and try to get employees to rally around a common goal.
Leaders also play a key role in creating a vision and strategic plan for an organization, while managers are charged with implementing the vision and strategic plan.
Good leaders are not necessarily good managers, and good managers are not necessarily good leaders.
Effective leadership requires effective managerial skills at some level.
5
Test Your OB.
Assignment 1 The Role of the Leader and the VisionIn this modul.docx
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
Supportive leadership is the same as which of the following .pdf
Supportive leadership is the same as which of the following leader stykes? ditective people-
criented task-oriented achievament sriented Question 45 Which of the following is a leadership
style identified in path-goal theory? achicument-orientec leadership servant laadership
transformational la=dershis shared leadershia Question 46 Which of the following statements
abcut emotsonal inteligence and leadership is TRUE? Emotiorsal intel genra is ore of the most
franuently identified contingencias af employeas vatar chousing the aest leadership style:
Emational intel gence is one of the desired competencles of effective bosders: Emutional
intalipence is the psychobgira condition that makes peupe want to believe that leaders make a
diuference. Enotional intelligence refers to the leade's abuve-nuarage cognitive ahility to proces
intarmiation..
A Comparative Study of Leadership Effectiveness I.E., Interpersonal Relations...
A Comparative Study of Leadership Effectiveness I.E., Interpersonal Relations...International Journal of Business Marketing and Management (IJBMM)
The present title of the problem is “A comparative study of leadership effectiveness i.e.,
interpersonal relations, intellectual operations, behavioural and emotional stability, ethical and moral strength,
operation as a citizen between male and female in Mizo- population”Essay Leadership
Leadership Research Essay
Management And Leadership Essay example
What Is A Leader? Essay
Concept of Leadership
Effective Leadership Essay
What Leadership Means to Me Essay
What is Leadership? Essay
Leadership Portfolio
Leadership : What Is Leadership?
Essay Leadership and Change
Essay on Leadership
Collaborative Leadership Essays
Leadership Is A Personal Journey Essay
Essay on Effective Leadership
My Leadership Lessons Learned
Leadership
Synthesis Paper : Leadership And Leadership
Leadership Development Plan Essay
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Similar to Jonass job is to attach sereens onto tablet computers He h.pdf (20)
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CHAPTER 13Leadership Effectiveness©McGraw-Hill Education.docx
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Problem 7 The following fraction nonconforming control char.pdf
Please refer to the Network Diagram below. Let X ij represent the number of units shipped from i
to j, where i=1,2,3 and j=4,5,6. The objective function is to minimize overall transportation cost
while making sure all demand is met. Answer each question independently of the other questions.
Unit shipping costs are intentionally hidden from the diagram.Suppose that the original problem
has a unique, non-degenerate solution. Part of this solution requires Plant 3 to send 20 units to
Retailer 4,20 units to Retailer 5 and 10 units to Retailer 6 . Then, Plant 3 's capacity unexpectedly
is reduced by 5 units due to a malfunctioning machine. If we solve the new problem, what would
happen to the objective function value (the total transportation cost)? None of the others The
objective function value would increase. The objective function value would not change. The
objective function value would decrease. The objective function value would either stay the same
or decrease..
Donna and Chris Hoser have been married for three years Don.pdf
Discussion Board: How Millenial are you?
Would you say youre a classic, stereotypical Millennial, or do you find these young upstarts and
their fancy tech gadgets to be lacking in good ol fashioned common sense? Take the quiz below.
Discussion board instructions
Review the attached document(s) or video(s) and use the questions listed below as prompts for
discussion with your classmates. Guidelines are to complete each post before the due date with a
minimum of 150 words. Include in your posts some concepts and vocabulary from the assigned
video or document, textbook, and/or lecture slides to demonstrate your understanding of the
lesson for the module.
Answer the following questions:
What percent Millenial are you?
Provide a specific example of how employing a workforce made up of employees from multiple
generational backgrounds can benefit employers?
Part A: Your first post is due Wednesday and should include answers to the questions and end
with an original question of your own for your classmates to answer..
On January 1 2021 Pembina Corporation a publicly traded c.pdf
Niko Ltd. signed a lease for a five-year term that requires yearly, beginning-of-year payments of
$104,000 including maintenance.- Based on allocating the lease payment on relative stand-alone
prices, the lease component is $94,400 and the nonlease component for maintenance is $9,600.
Niko has a residual guaranteed value of $26,500 at the end of the lease term. Niko's IBR is 10%.
(PV of $1, PVA of $1, and PVAD of $1.) (Use appropriate factor(s) from the tables provided.)
Required: 1. Calculate the ROU asset. (Round your intermediate calculations and final answer to
the nearest whole dollar amount.) 2. Record the initial journal entry at commencement of the
lease. (If no entry is required for a transaction/event, select "No journal entry required" in the first
account field. Round your answers to the nearest whole dollar amount. Do not round intermediate
calculations.)2. Record the initial journal entry at commencement of the lease. (If no entry is
required for a transaction/event, select "No journal entry required" in the first account field. Round
your answers to the nearest whole dollar amount. Do not round intermediate calculations.) Journal
entry worksheet Note: Enter debits before credits.Note: Enter debits before credits: 3. How much
will Niko record as an asset if the residual value is unguaranteed? (Round your intermediate
calculations and final answer to the nearest whole dollar amount.).
Multinational organisations MNOs operate their activities .pdf
May: 1 Received a $17,000,56x month, 675 note from Jioux Company in settiement of an account
recelvable, Interest is due at maturity. June 30 Accruedinterest on the lioux note. at Sunland's year
end, Adjustments are recorded annually. July 31 Lent 52,400 cash to an employee. Noreen irvine,
receiving a fwo-month. 5% note. Interest is due at the end of each. month. Aug. 31 Received the
interest due from Ms. Invine. Sept: 30 Received payment in full from Ms. Irvine. Nov. 1 Jioux
Compary defaulted on its note. Sunland does not expect to collect on the note. Record the
transactions for Sunland Co. Sunland Co. uses only one allowance account for both accounts and
notes receivable. (Credit. occount tivles are automatically indented when the amount is entered,
Do not indent monually. If no entry is required, select "No Entry" for the occount tities and enter O
for the amounts. List all debit entries before credit entries. Round answers to 0 dedimal ploces, es.
5.276 . Record ournat entries in the order presented in the problem).
Las hembras de bonobo Pan paniscus pueden ir solas e int.pdf
Juventus Corp has total assets of $5,037,081, total debt of $3,398,222, and net sales of $7,132,
299. Their net profit margin for the year is 13 percent. What is Juventus's return on assets (ROA)?
Round intermediate calculations to nearest two decimals if needed. Do not type the % symbol.
Question 15 0.1 pts If Randolph Corp. has accounts receivables of $610,049 and net sales of $2,
441,421, what is its accounts receivable turnover? Round your final answer to two decimal places
if needed..
Hawthorne almalar aadakilerin nemini ortaya kard Birini.pdf
Given the following production function: f(L,K)=L+K+(LK),Constant 1. If <1 What kind of return to
scale this production function experiences? 2. If >1 What kind of return to scale this production
function experiences? 3. If =1 What kind of return to scale this production function experiences? 4.
Derive the marginal productivity of labor for this production function. 5. Derive the marginal
productivity of capital for this production function. 6. Derive the marginal rate of substitution for this
production function..
a 5 points Prove that Y the vector of fitted values is.pdf
a. (5 points) Prove that Y^, the vector of fitted values, is normally distributed with mean X and
variance 2X(XX)1X. b. (5 points) Prove that pred =Yh(new)Y^h is normally distributed with the
mean 0 and variance 2(1+Xh(XX)1Xh)..
6 If X1X2Xn constitute a random sample of size n from a.pdf
6. If X1,X2,,Xn constitute a random sample of size n from a population Unif (0,). Show that Yn, the
nth order statistic, is a consistent estimator of the parameter . Is Yn a sufficient estimator of the
parameter ?.
1a Cul de los siguientes no es un ejemplo de un accionist.pdf
1a. Cul de los siguientes no es un ejemplo de un accionista difuso?
A. ONG
B votantes
C. medios de comunicacin
competidores
b. Qu es una medida que da cuenta de los resultados de una organizacin en trminos de sus
efectos sobre las ganancias, el planeta y las personas?
A. responsabilidad social corporativa
B. resultado final triple
C. lavado verde
D. Priorizacin de las partes interesadas
C. Cules de las siguientes son partes interesadas?
A. entidades y personas involucradas e influyentes en el xito de una organizacin
B. entidades y personas con un rol a la vez para cuidar un negocio
C. entregar productos y servicios de alta calidad a tiempo
D. demandas para patrocinar los intereses ambientales
d. Qu ejemplo del texto ejemplifica mejor cmo una parte interesada puede efectuar un cambio
que, a su vez, afecta a otras partes interesadas?
A. la firme postura tica adoptada por los ejecutivos de Johnson & Johnson
B. una ONG que expresa su preocupacin por la desigualdad salarial de los trabajadores
C. Introduccin de Ford del Edsel para competir con otros autos
D. La afirmacin de la responsabilidad social de las empresas por parte de Whole Foods
mi. Qu ejemplifica una empresa que cotiza en los ndices de sostenibilidad Dow Jones?
A. ser la empresa ms sostenible a efectos de inversin
B. ser una empresa de referencia para comparar con otras empresas en cuanto a beneficios de
inversin
C. operar y preservar los recursos de manera ecolgicamente responsable
D. donar obras filantrpicas que valgan la pena y contribuir a las comunidades desfavorecidas
F. Cul es un tipo de relacin con las partes interesadas que tendra una cmara de comercio local?
A. propietarios de pequeas empresas pertenecientes a minoras y mujeres
B. Agencia de Proteccin Ambiental
C. agencias ambientales
D. dueos de mascotas
A. ONG
B votantes
C. medios de comunicacin
competidores.
DEF Company also has preferred stock outstanding that pays a.pdf
Data tablePlatinum Garde, Inc. has 150,000 shares of $1.25 cumulative preferred shares
outstanding in addition to its common shares. Assume that in 2020 , Platinum Garde declares an
annual dividend of $1,005,000. The allocation to preferred and common shareholders is as
follows: (Click the icon to view the data.) Answer these questions about Platinum's cash dividends:
Requirement 1. How much in dividends must Platinum declare each year before the common
shareholders receive any cash dividends for the year? Platinum Garde must declare dividends of s
each year before the common shareholders receive any cash dividends for the year. Requirement
2. Suppose Platinum declares cash dividends of $250,000 for 2020 . How much of the dividends
go to preferred? How much go to common? Requirement 3. Are Platinum's preferred shares
cumulative or non-cumulative? How can you tell? Platinum Garde's preferred shares are because
preferred shares are unless they are stated as Requirement 4. Platinum passed the preferred
dividend in 2018 and 2019. Then in 2020, Platinum declares cash dividends of $1,500,000. How
much of the dividends go to preferred? How much go to common?.
4 Explain the usage of each tool that you identified above.pdf
4. Explain the usage of each tool that you identified above.3. Explain how the tools interact with
the database. (3)2. Identify the features and limitations of each tool. (10)1. Identify and describe
the DBMS end-user tools.1. Research and report on the key features of a commercial database
management system. (6)1. An organisation manages its data without DBMS. Identify potential
data problems that the organisation might experience.1. An organisation manages its data without
DBMS. Identify potential data problems that the organisation might experience.1. An organisation
manages its data without DBMS. Identify potential data problems that the organisation might
experience.2. Explain how the design can be implemented in the client's computer
environmentPrepare documentation for the program code that you developed in question 2 above.
The followint must be produced: Technical document - End user document (10)2. Explain how the
design can be implemented in the client's computer environment.
CASO INTEGRATIVO 30 IKEA estilo escandinavo Detrs de l.pdf
CASO INTEGRATIVO 3.0
IKEA: estilo escandinavo
Detrs de la montaa tambin hay gente. sueco antiguo
Proverbio
Como uno de los empresarios ms exitosos del mundo, Ingvar
Kamprad nunca olvid los sueos, las aspiraciones y el duro
trabajo de la poblacin rural o su capacidad para encontrar soluciones
a problemas difciles. Crecer en las tierras de cultivo de
sur de Suecia, Kamprad encarnaba muchos de los rasgos
de los hombres y mujeres valientes que lo rodeaban y,
como un nio trabajador ambicioso, revel los rasgos comerciales
que contribuy a su posterior xito y reputacin. Como
nio, Kamprad aprendi el concepto de servir al
necesidades de la gente comn mediante la compra de fsforos al por mayor,
que luego vendi a clientes rurales con una ganancia. Mientras
todava en su adolescencia, ampli su operacin minorista para vender
todo, desde lpices hasta tarjetas de Navidad y actualizado
la eficiencia de su distribucin mediante el uso de la regional
sistema de suministro de leche.
Principios
En 1943, a los 17 aos, Kamprad form IKEA con las iniciales
representando su nombre y apellido, junto con ese
de la granja familiar (Elmtaryd) y el pueblo cercano
(Agunnaryd). Anticipando el aumento del consumismo en medio de
el auge de la reconstruccin que sigui a la guerra, IKEA se mud
rpidamente para proporcionar a las familias muebles de bajo costo
diseos a travs de la conveniencia de las ventas por catlogo. Con
la apertura de la primera sala de exposicin de la empresa en 1953,
Kamprad cre un modelo de integracin vertical,
uniendo a una variedad de proveedores bajo el paraguas de IKEA,
coordinar programas de produccin a largo plazo, y
controlar la distribucin. Ese modelo se ampli en 1964.
con la introduccin de la primera tienda de depsito,
eliminando un paso completo en la distribucin del producto por
permitiendo la recogida de contenedores en almacn por parte de los clientes.
Las lecciones de negocios que Kamprad aprendi cuando era nio
empresario se evidenciaron a nivel corporativo
de muchas maneras. Por ejemplo, la compra a granel
de partidos en su juventud fue un precursor del
compra al por mayor de tela que expandi tapicera
opciones para los consumidores e hizo el lujo de la tela
opciones, anteriormente limitadas a los ricos, disponibles
a todos los clientes. Asimismo, IKEA utiliz imaginativos
opciones de distribucin y entrega, como cuando un IKEA
empleado descubri inteligentemente la "caja plana" de la empresa
enfoque en 1955. Al intentar cargar una mesa en
automvil de un cliente, un empleado simplemente removido
las patas de la mesa, permitiendo una nueva visin de la venta de muebles
sin montar Soluciones prcticas unidas a un bajo costo
promesa cre una nueva frmula de IKEA de "tocar
muebles, almacenamiento y envo de cajas planas, y
montaje por consumidores armados con desarrollado por IKEA
herramientas de montaje e instrucciones visuales. esta frmula
revolucion la industria de muebles para el hogar.
Una de las principales fortalezas de IKEA reside en su carcter pion.
1 a Cul es el nombre de la esfera que se encuentra en e.pdf
1)
a) Cul es el nombre de la esfera que se encuentra en el interior de la Tierra que contiene 3 capas
distintas?
b) Qu tipo de metamorfismo se puede encontrar tanto en los Montes Apalaches como en los
Himalayas?
c) Qu tipo de fsil se caracteriza por la eliminacin de todos los organismos originales y su sustitucin
por ROCA?
d) Qu tipo de chimenea volcnica est casi siempre compuesta por completo de escoria?
e) Cul es el nombre de la roca gnea intrusiva de color rosado que es flsica, fanertica y contiene
ortoclasa?
f) Cul es el nombre de la roca sedimentaria clstica hecha de sedimentos de grano fino pero que
no tiene minerales identificables?
g) Qu tipo de roca sedimentaria est hecha de calcita y contiene pequeas estructuras en forma de
tubo?.
According to US Census data 716 of Americans are age 21.pdf
According to U.S. Census data, 71.6% of Americans are age 21 and older. The provided figure
shows possible sampling distributions for the proportion of a sample age 21 and older, for samples
of size n=50,n=125, and n=250. Match the sample sizes ( n=50,n=125, and n=250) to their
sampling distribution. 10. Sample A: n= 11. Sample B: n= 12. Sample C: n= 13. (3) Briefly explain
the distinction between a parameter and a statistic..
1 Sosyal medya pazarlamasn SMM kullanmann avantajlar ile .pdf
1. Sosyal medya pazarlamasn (SMM) kullanmann avantajlar ile ilgili olarak aadakilerden hangisi
dorudur? I. letmelerin daha fazla mteriye ulamasna yardmc olun II. Baarl bir ekilde evrimii reklam
verin ve rnlerini tantn III. Hedefinizden daha iyi anlama ve renme IV. Elektronik tavsiyeler ve
deerlendirmeler, bir rnn "tketiciden tketiciye etkileimler" yoluyla tantlmas iin uygun bir yoldur.
A. sadece I & II
B. Yalnzca III ve IV
C. Yalnzca II, III ve IV
D. Yalnzca I, II ve III
e. I, II, III ve IV
2. Seyahat endstrisindeki en son teknoloji trendleri ile ilgili olarak aadakilerden hangisi dorudur? I.
Uak ii balant iin gl talep II. Kiiselletirmeye odaklanma III. Sesli mteri hizmetlerine odaklanma IV.
Bleisure seyahatinin ykselii
A. Yalnzca I, II ve III
B. Yalnzca II, III ve IV
C. Yalnzca I, III ve IV
D. Yalnzca I, II ve IV
e. I, II, III ve IV.
10 points Let continuous variables X1Xk be independentl.pdf
(10 points) Let continuous variables X1,,Xk be independently distributed according to the same
probability density function f(x). Prove that the density function for max{X1,,Xk} is given by kf(x)(F(
x))k1, where F is the cumulative distribution for f..
1 Provide three examples of automatic data classifications .pdf
1. Provide three examples of automatic data classifications in GIS. Briefly explain the differences
between these types of classifications.
2. The data to be displayed on a map must be classified and represented using graphic symbols
that
conform to well-defined and accepted conventions to be able to highlight spatial patterns.
TRUE OR FALSE
3. Explain the modifiable areal unit in the context of areal (polygon) classifications and its
ecological
implication?
4. In your own words, provide a definition for vector overlay in a GIS context. What are the two
major
conceptualizations of overlays in GIS?
5. What is the difference between the union and intersection vector operation? Explain what the
operation does and what happens with the attribute tables.
6. Briefly explain what the dissolve operation does and what can it be used for. Explain what the
operation does and what happens with the attributes in the attribute table.
7. What is buffering in the context of proximity or distance analysis?
8. Given any set of objects, which may include points, lines, or areas, a buffer operation builds a
new
obect or bojects by identifying all areas that are within a certain specified distance of the original
object.
TRUE OR FALSE
9. Describe the type of data and theoretical GIS steps to solve the following spatial problem.
Create a
flowchart of the cartographic model: The owner of a land parcel has applied for planning
permission to
rebuild. The local planning authority is interested in identifying all homeowners who live within the
legally mandated distance for notification of proposed development. How would you identify all
homeowners who live in the proximity of the land parcel.
Global Navigation Satellite Systems
10. In your own words, define a global navigation satellite system. Name two operational GNSS
and the
countries that operate them.
11. The GPS consist of a system of _____ satellites (plus some spares), each orbiting the Earth
on orbits
at a height of______
a) 24, 20K km
b) 12, 20 km
c) 18, 15K km
12. How is location obtained using GPS? Briefly describe the process.
13. In your own words, explain the geometric principle GPS uses to calculate a position on the
Earth?
What is
the name of that geometric principle?
14. What types of signals or codes does GPS uses to obtain location information?
15. How many satellites are necessary to compute location in three dimensions?
16. What are their main elements or segments of GPS?
17. What type of information is computed by GPS receivers?
18. Why do some GPS units cost significantly more than others?
19. GPS positions are calculated based primarily on distances between the receiver and the
satellite.
TRUE OR
FALSE
20. What do we refer to as positional uncertainty? What causes GPS positions to be inaccurate?
21. Name five sources of bias in GPS measurements.
22. Briefly explain two methods for improving accuracy of GPS positions.
23. A simple GPS receiver, such as one might buy in an electronics store for $.
Theodore E Lariat is a single taxpayer born on September 22.pdf
Theodore E. Lariat is a single taxpayer born on September 22,1974 . He was appointed the new
coach of the Nashville Country Stars soccer team in January 2022. His address, Social Security
number and wages are reported on his Form W-2 (see separate tab). Theodore was previously
the coach at a different soccer club in a different state. He sold his previous home for $528,000.
His basis in the home was $400,000. Theodore purchased his previous home on January 5, 2021,
and sold it on January 6, 2022. Obviously, he would not have sold the home if it were not for the
new job. He is currently renting the home he lives in. Theodore was welcomed back to the
Nashville area as he was formerly a star player on the Country Stars team. During his playing time
he had purchased a modest home in Nashville but did not sell it, instead choosing to rent the
home over the years. His rental home is located at 2300 Bransford Ave., Nashville, TN 37204 and
was rented all year to his tenant. The tenant occupied the home on January 1 , 2022 , and pays
rent of $1,500 per month for each month of 2022 (the lease is a two-year lease); however,
Theodore required first and last months rent and a security deposit of $500 and all were paid on
January 1,2022 . Theodore's rental expenses for the year are: Now that Theodore is back in
Nashville, he actively manages the rental home. He probably spends about ten hours per month
on the rental. Theodore received a 1099 -B from his broker (see separate tab). Required:
Complete Theodore's federal tax return for 2022 . Determine if Form 8949 and Schedule D are
required. If so, use those forms and Form 1040 ,Proceeds from Broker and Barter Exchange
Transactions.
Use C++ for all 1 bool mapContainsKeysarrayltintgt nu.pdf
Use C++ for all
1) bool mapContainsKeys(array<int> numbersArray, map<int, char>itemsMap)
This function will have two parameters. The first is an array of numbers known as numbersArray.
A second is a map known as an itemsMap. The itemsMap will have keys as integers and values
as characters. The functions should return true if at least one of the numbers in the numbersArray
is a key in itemsMap. It should return false otherwise.
Example:
itemsMap: [8, 10, 5]
numbersArray: {9: 'F', 10: 'X'}
output: True
itemsMap: [8, 9, 5, 1]
numbersArray: {6: 'i', 5: 'Y', 1: 'N', 0: 'E'}
output: True
itemsMap: [9, 10, 4]
numbersArray: {5: 'i', 3: 'o', 1: 'N'}
output: False
2) map<char, int> concatenateMap(Vector<Map<char, int>>mapVector)
This function will be given a single parameter known as the mapVector. Your job is to combine all
the map found in the mapVector into a single map and return it. There are two rules for adding
values to the map:
You must add key-value pairs to the map in the same order found in the map vector.
If the key already exists, it cannot be overwritten. In other words, if two or more maps have the
same key, the key to be added cannot be overwritten by the subsequent maps.
Example:
Map Vector: [{'Z': 6, 'k': 10, 'w': 3, 'I': 8, 'Y': 5}, {'Y': 1, 'Z': 4}, {'X': 2, 'L': 5}]
Expected: {'Z': 6, 'k': 10, 'w': 3, 'I': 8, 'Y': 5, 'X': 2, 'L': 5}
Map Vector: [{'z': 0}, {'z': 7}]
Expected: {'z': 0}
Map Vector: [{'b': 7}, {'b': 10, 'A': 8, 'Z': 2, 'V': 1}]
Expected: {'b': 7, 'A': 8, 'Z': 2, 'V': 1}
3) map<char, int> uniqueValues(map<char, int>inputMap)
This function will receive a single map parameter known as inputMap. inputMap will contain a char
and integers as values. This function is supposed to search inputMap to find all values that appear
only once in the inputMap. The function will create another map named toReturn. For all values
that appear once in inputMap the function will add the value as a key in toReturn and set the value
of the key to the key of the value in inputMap (swap the key-value pairs, since inputMap contains
letters to numbers, toReturn will contain Numbers to Letters). Finally, the function should return
toReturn.
Example:
Input map: {'X': 2, 'Y': 5, 'N': 2, 'L': 2, 'W': 1, 'G': 0, 'R': 1}
Expected output: {5: 'Y', 0: 'G'}
Input map: {'Z': 3, 'P': 3, 'E': 2, 'G': 0, 'T': 5, 'L': 1, 'Q': 0}
Expected output: {2: 'E', 5: 'T', 1: 'L'}
Input map: {'E': 3, 'X': 3}
Expected output: {}
Input map: {'G': 3, 'D': 3, 'C': 4, 'Q': 1, 'H': 1, 'M': 2, 'Z': 1, 'W': 3}
Expected output: {4: 'C', 2: 'M'}
Input map: {'O': 2, 'T': 1, 'L': 5, 'W': 5, 'Z': 4, 'M': 5, 'B': 4, 'D': 0, 'F': 3, 'E': 1}
Expected output: {2: 'O', 0: 'D', 3: 'F'}.
This code i would want to work ssh compiling for the this ta.pdf
This code i would want to work ssh compiling for the this task also make sure to have the output
and functions correctly with output picutures it's Program C language and show me the code and
that works
Description: The purpose of this lab is to review some important functions in the string h labrary to
perform some operations on Strings. Moreover, you will practice using functions and strings, and
you will see the difference when passing a parameter of type char array to a function (pass-by-
reference) compared to another type of parameter, such as int, char, double, etc. (pass-by-value).
You will code a C program to create a sentence to describe your spirit animal based on an input
from a user. The program will show a welcome message and will ask the user to enter the
following data: Enter the first letter of your last name [ hz] Enter your birth month [JAN|EEB|
...|DEC] Enter the last digit of your cellphone [0-9] NOTE: - Transform the user inputs (the letter of
the last name and month of birth) to uppercase - Verify that each entry is valid; otherwise, display
an Error message and ask the user again to re enter a correct entry Define the following strings in
main {} : anina1, werb, adjeceive (each with length SIRE, where SIEE is a constant with value 20F
and gentence of WSI2E (where WSI 2E is a constant with value 50). From main () , you will call 3
void functions to determine one part of the sentence. Each function has 2 parameters: (1) part of
the input user, and (2) a char array. After calling all functions, use strcat (} to update sentence and
place a blank space wherever required. Show the sentence based on the user input. Afler, ask the
user if they want to quit the program: Do you want to quit [Y|Y]? If input is either. " Y ' or " y ", exit
the program, otherwise repeat the process. 1,4Functions The following are the functions you have
to implement: vold get_animal(char letter, char animal[]) Description: This function accepts the first
letter (uppercase) of your last name and the string animal. It updates the value of animal based on
the following table: void get_verb(char month[], char verb[]) Description: This function gets your
birth month (first 3 letters in uppercase) and the string verb. It updates the value of subject based
on the following table: void get_adjective(int digit, char adjective[]) Description: This function gets
the last digit of your cellphone and the string adjective. It updates the value of complement based
on the following table:Sample run: Welcome to the Describing Your Spirit Animal program! Enter
the first letter of your last name [ Az]A Enter your birth month [JAN|EEB|...|DEC] Jan Enter the last
digit of your cellphone [0-9] 0 The sentence to describe your spirit animal is: The macaw pranced
remarkably Do you want to quit [Yy] ? N Enter the first letter of your last name [A2]I Enter your
birth month [JM|IEB| ...|DEC] Jul Enter the last digit of your cellphone [0-9] 12 Error! 12 is not
valid, please ent.
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