William Buttler Yeats Essays - Irish People, Horse Racing

William Buttler Yeats William Butler Yeats was born in Dublin Ireland. From the start Yeats had artistic influences, due to the fact that his father Jack Butler Yeats was a noted Irish painter. He had no formal education until he was eleven, at that time he started at the Godolphin Grammar School in Hammer*censored*h England and later he enrolled in Erasmus Smith High School in Dublin. Throughout his schooling he was considered disappointing student, his studies were inconsistent, he was prone to day dreaming, and poor at sports. In 1884 Yeats found his way to the Metropolitan School for the Arts, here he met a poet by the name of George Russell. Yeats and Russell sheared the same dreams, visions, and the enthusiasm for them. Russell and Yeats soon founded the Dublin Hermetic Society for the purpose of conducting magical experiments. They promoted their idea that "whatever great poets had affirmed in there finest moments was the nearest we could come to an authoritative religion and that their mythology and their spirits of wind and water were but literal truth." This sparked Yeats's interest in the study of the occult. After his experience in the hermetic society he joined the Rosicrucians, Madam H.P. Blavavtsky's Theosophical Society, and MacGregors Mather's Order of the Dawn. Yeats consulted spiritualists frequently and engaged in the ritual of conjuring the Irish Gods. The occult research Yeats made was apparent in his poetry. The occult was a source of images to use in his poems, and evedence of this is in all of his works. In1885 Yeats met John O'Leary an Irish Nationalist and Fenian leader. O'Leary played a large role on getting Yeats's his work first published in The Dublin University Review and directing Yeats's attention to native Irish sources for inspiration. The influence of O'Leary caused Yeats to take up the Irish writer's cause. England was trying to destroy all Irish literature in an attempt to anglicize Ireland through a ban on the Gaelic language. O'Leary's nationalism and opposition to violence impressed many people including Yeats. These views helped shape political views that Yeats would hold for the rest of his life. In 1889Yeats met Maude Gonne, a woman he loved unrequitedly for the rest of his life. Yeats asked Gonne to marry him many times but she always turned him down. Gonne was an Irish patriot and an inspiration to Yeats. Yeats frequently accompanied here to political rallies even though he usually disagreed with her extremist tactics. Their relationship went through a lot including Gonne's short-lived marrige to John McBride. Most of Yeats's poetry is addressed to her. Yeats associated her with Helen of Troy, whose capriciousness led to the destruction of a civilization. In 1986 Yeats became friends with Lady Isabella Augusta Gregory, a nationalist playwright. Together Yeats and Lady Gregory helped to found the Abbey Theater. As the director and dramatist Yeats helped to turn it into a leading theatrical company of the world and a center of the Irish Renaissance. Near the Turn of the century Yeats fought to abandon his old style of writing, at this time his writing became less mystical and symbolic and it became clearer. Yeats eventually got married in 1917, at the age of 52. His wife was Georgie Hyde-Lees, while on their honeymoon she discovered that she had mediumistic abilities. Through automatic writing she could communicate with a visionary realm. In Yeats's later years he became more involved in politics. From 1922 ? 1928 he was a senator for the Irish Free State. In 1923 Yeats received the Nobel Prize for literature, and died on January 18 1939 in Roquebrune France. Yeats was buried in Sligo Ireland. A Drunken Mans Praise of Sobriety Come swish around my pretty punk And keep me dancing still That I may stay a sober man Although I drank my fill. Sobriety is a jewel That I do much adore, And therefore keep dancing Though drunkards lie and snore. O mind your feet, O mind your feet Keep dancing like a wave, And under every dancer A dead man in his grave. No ups no downs, my Pretty, A mermaid not a punk; A drunkard is a dead man And all dead men are drunk. This is a lyrical poem, which Yeats wrote in 1938. The title sounds like it's a poem about a recovering alcoholic, but it seems that the person that Yeats is talking about is drunk. It also appears that he is such an alcoholic that he is drinking to feel normal. The line "Sobriety is

The History of Soda Pop and Carbonated Beverages

The History of Soda Pop and Carbonated Beverages The history of soda pop (also known colloquially in different regions of the United States as soda, pop, coke, soft drinks, or carbonated beverages) dates back to the 1700s. This timeline chronicles the popular drink from its creation when it was touted as a health drink to rising concerns that soda- sweetened naturally or artificially- is a contributing factor to a growing health crisis. Inventing (Un)Natural Mineral Water Strictly speaking, carbonated beverages in the form of beer and champagne have been around for centuries. Carbonated drinks that dont pack an alcoholic punch have a shorter history. By the 17th century, Parisian street vendors were selling a noncarbonated version of lemonade, and cider certainly wasnt all that hard to come by but the first drinkable man-made glass of carbonated water wasnt invented until the 1760s. Natural mineral waters have been thought to have curative powers since Roman times. Pioneering soft-drink inventors, hoping to reproduce those health-enhancing qualities in the laboratory, used chalk and acid to carbonate water. 1760s: Carbonation techniques were first developed.1789: Jacob Schweppe began selling seltzer in Geneva.1798: The term soda water was coined.1800: Benjamin Silliman produced carbonated water on a large scale.1810: The first U.S. patent was issued for the manufacture of imitation mineral water.1819: The soda fountain was patented by Samuel Fahnestock.1835: The first soda water was bottled in the U.S. Adding Flavor Sweetens the Soda Business No one knows exactly when or by whom flavorings and sweeteners were first added to seltzer but mixtures of wine and carbonated water became popular in the late 18th and early 19th centuries. By the 1830s, flavored syrups made from berries and fruit were developed, and by 1865, a supplier was advertising different seltzers flavored with pineapple, orange, lemon, apple, pear, plum, peach, apricot, grape, cherry, black cherry, strawberry, raspberry, gooseberry, pear, and melon. But perhaps the most significant innovation in the realm of soda flavoring came in 1886, when J.S. Pemberton, using a combination of kola nut from Africa and cocaine from South America, created the iconic taste of Coca-Cola. 1833: The first effervescent lemonade was sold.1840s: Soda counters were added to pharmacies.1850: A manual hand-and-foot-operated filling and  corking device was first used for bottling soda water.1851: Ginger ale was created in Ireland.1861: The term pop was coined.1874: The first ice-cream soda was sold.1876: Root beer  was mass-produced for public sale for the first time.1881: The first cola-flavored beverage was introduced.1885: Charles Alderton invented Dr. Pepper in Waco, Texas.1886: Dr. John S. Pemberton created Coca-Cola in Atlanta, Georgia.1892: William Painter invented the crown bottle cap.1898: Caleb Bradham invented Pepsi-Cola.1899: The first patent was issued for a glass blowing machine used to produce glass bottles. An Expanding Industry The soft drink industry expanded rapidly. By 1860, there were 123 plants bottling soft drink water in the United States. By 1870, there were 387, and by 1900, there were 2,763 different plants. The temperance movement in the United States and Great Britain is credited with spurring the success and popularity of carbonated beverages, which were seen as wholesome alternatives to alcohol. Pharmacies serving soft drinks were respectable, bars selling alcohol were not. 1913 Gas-motored trucks replaced horse-drawn carriages as delivery vehicles.1919: The American Bottlers of Carbonated Beverages was formed.1920: The U.S. Census reported the existence of more than 5,000 bottling plants.1920s: The first automatic vending machines dispensed soda into cups.1923: Six-pack soft drink cartons called Hom-Paks were created.1929: The Howdy Company debuted its new drink Bib-Label Lithiated Lemon-Lime Sodas (later renamed 7up).  1934: Colored labeling makes its soft-drink-bottle debut. In the original process, the coloring was baked on the bottle.1942: The American Medical Association recommended Americans limit their intake of added sugar in diets and specifically mentioned soft drinks.1952: The first diet soft drink- a ginger ale called No-Cal Beverage produced by Kirsch- was sold. Mass Production In 1890, Coca-Cola sold 9,000 gallons of its flavored syrup. By 1904, the figure had risen to one million gallons of Coca-Cola syrup sold annually. The latter half of the 20th century saw extensive development in the production methodology for the manufacture of carbonated beverages, with particular emphasis on bottles and bottle caps. 1957: Aluminum cans for soft drinks were introduced.1959: The first diet cola was sold.1962: The pull-ring tab was invented by Alcoa. It was first marketed by the Pittsburgh Brewing Company of Pittsburgh, Pennsylvania.1963: In March, the Pop Top beer can, invented by Ermal Fraze of Kettering, Ohio, was introduced by the Schlitz Brewing Company.1965: Soft drinks in cans were first dispensed from vending machines.1965: The resealable top was invented.1966: The American Bottlers of Carbonated Beverages was renamed the National Soft Drink Association.1970: Plastic bottles for soft drinks were introduced.1973: The PET (Polyethylene Terephthalate) bottle was created.1974: The stay-on tab was introduced by the Falls City Brewing Company of Louisville, Kentucky.1979: Mello Yello soft drink was introduced by The Coca-Cola  Company as competition against Mountain Dew.1981: The talking vending machine  was invented. Sugar-Sweetened Beverages: Health and Diet Concerns Soda pops negative impact on health issues was recognized as early as 1942, however, the controversy did not hit critical proportions until the close of the 20th century. Concerns grew as links between soda consumption and conditions such as tooth decay, obesity, and diabetes were confirmed. Consumers railed against soft drink companies commercial exploitation of children. In homes and in the legislature, people began to demand change. The annual consumption of soda in the United States rose from 10.8 gallons per person in 1950 to 49.3 gallons in 2000. Today, the scientific community refers to soft drinks as sugar-sweetened beverages (SSBs). 1994: Studies linking sugary drinks to weight gain were first reported.2004: The first connection with Type 2 diabetes and SSB consumption was published.2009: SSB Weight gain in children and adults was confirmed.2009: With a mean tax rate of 5.2 percent, 33 states implement taxes on soft drinks.2013: New York City mayor Michael Bloomberg proposed a law prohibiting businesses from selling SSBs larger than 16 ounces. The law was rejected on appeal.2014: The relationship between SSB intake and hypertension was confirmed.2016: Seven state legislatures, eight city governments, and the Navajo Nation issue or propose laws restricting sales, imposing taxes, and/or requiring warning labels on SSBs.2019: In a study of 80,000 women released by the journal, Stroke, it was found that postmenopausal women who drink two or more artificially sweetened beverages per day (whether carbonated or not) were linked to an earlier risk of stroke, heart disease, and early death. Sources: Ax, Joseph. Bloombergs ban on big sodas is unconstitutional: appeals court. Reuters 20 July 2017. Online, downloaded 12/23/2017. Brownell, Kelly D., et al. The Public Health and Economic Benefits of Taxing Sugar-Sweetened Beverages. New England Journal of Medicine 361.16 (2009): 1599–605. Print.Kick the Can. Legislative Campaigns.  Kick the Can: giving the boot to sugary drinks. (2017). Online. Downloaded 23 December 2017.Popkin, B. M., V. Malik, and F. B. Hu. Beverage: Health Effects. Encyclopedia of Food and Health. Oxford: Academic Press, 2016. 372–80. Print.Schneidemesser, Luanne Von. Soda or Pop? Journal of English Linguistics 24.4 (1996): 270–87. Print.Vartanian, Lenny R., Marlene B. Schwartz, and Kelly D. Brownell. Effects of Soft Drink Consumption on Nutrition and Health: A Systematic Review and Meta-Analysis. American Journal of Public Health 97.4 (2007): 667–75. Print.Wolf, A., G. A. Bray, and B. M. Popkin. A Short History of Beverages and How Our Body Treats Them. Obesity Reviews 9.2 (2008): 151–64. Print. Yasmin Mossavar-Rahmani, PhD; Victor Kamensky, MS; JoAnn E. Manson, MD, DrPH; Brian Silver, MD; Stephen R. Rapp, PhD; Bernhard Haring, MD, MPH; Shirley A.A. Beresford, PhD; Linda Snetselaar, PhD; Sylvia Wassertheil-Smoller, PhD. Artificially Sweetened Beverages and Stroke, Coronary Heart Disease, and All-Cause Mortality in the Women’s Health Initiative. Stroke (2019)

Report of what I did last week Essay Example | Topics and Well Written Essays - 500 words

Report of what I did last week - Essay Example This communication was critical because it enhanced the speed of activities and ensuring that each group member was aware of his or her role. Project development was characterized by discussion of the outline discussion and preparation. An outline is crucial in any project because it ensures that participants cover all the necessary parts without leaving necessary parts out. I decided to do opening statement and purpose. The opening statement will enable potential clients to identify project benefits in addition to attracting and maintaining their attention. I suggested and designed a help page for the project. A help page is the page in an application that enables clients to find assistance from the administrators of the application through asking questions. The primary purpose of the help page is to enable clients fully comprehend how the tool works. I volunteered to design this page. Customers will have more interest in using our application tool because they are guaranteed of help when they need it. During project commencement this week, I persuaded group members to create time for more meetings sessions than normal. I believed that the more the number of meeting sessions, the faster would be the duration for project completion. Through encouraging group members to meet regularly, I made vital contribution particularly ensuring that the project was completed within the predetermined period of time. The tool we are currently developing is new and unique; no one within our group has the idea of its components. My friend John had the original idea of this application. I supported him in understanding and developing the main components of the tool. We decided to divide the work among the group members. Division of work is important in any project because it enhances the speed of completion. Division of work will also encourage specialization with its associated perfectionism, motivation to work, and improved quality since each group member will be

One size doesn't fit all situational approaches to leadership slp Coursework

One size doesn't fit all situational approaches to leadership slp - Coursework Example My supervisor had the expertise to use the supporting or participatory leadership approach. This was her style when handling employees who were/are in situations akin to mine. I could certainly undertake the task assigned to me, but something was holding me back from competently doing the contracted job I had. Instead of ostracizing my attitude, I was received with a friendly attitude, which I soon after came to fathom was her way of concerning herself with investigating the root of the halfhearted effort I was involuntarily putting up. It was a typical case of the M3 maturity level coupled with bouts of the D3 development levels. In complete words, I was capable of undertaking the task at hand with high competence, but was jittery about actually doing it, consequently rendering me variably committed to completing any other task handed to me. Thus by focusing less on the tasks awarded to me, she focused on the work place relationship I was going to build with her. It ensured I progre ssed from the unwilling to perform tasks and having a low commitment to being confident and proficient in any future undertakings that I received. As I progressed from a D3 category of development level to a D4 level, so did my confidence and willingness to handle any and all appropriate workload strewn my way. Not only did I not complain due to the increasing workload, I found it encouraging that the important drudgery was strutting my way. My supervisor became less frequently seen on-site. I figured it was due to the gradually snowballing workload. I was however, graced by impromptu worksite calls from her twice a week with talks about work and the occasional concern about self and the family. The third week of the same routine twice a week made me aware that it must have been a strategy of keeping an eye on me and the work I was undertaking, to ensure that everything was running effortlessly and on all cylinders. I was not really perturbed

Virtues That Pharmacists Should Possess Literature review

Virtues That Pharmacists Should Possess - Literature review Example It is proposed that a review of relevant literature, focus group interviews to narrow possible virtues in good pharmacists and a survey of pharmacists and students to cater for perspectives with a reasonably large sample (

Difference between Transactional and Transformational Leader

Difference between Transactional and Transformational Leader Compare and contrast between Transactional Leadership and Transformational Leadership. What are the significant differences between the two leadership models? Give relevant examples. 1.0 What is Leadership? Leadership  has been described as the process of social influence in which one person can enlist or procure the aid and support of others in the accomplishment of a common task. It is the way of organizing a group of people for the purpose of achieving a common goal. A leader is the person to who is capable of guiding, inspiring and associating others with the dream goal. In addition, there are various types of leadership models which include transactional leadership, transformational leadership, and charismatic leadership and so on. In this contest, transactional leadership and transformational leadership will be compared and contrasted. 2.0 Description Transactional Leadership Transactional leadership  is a term used to classify a formally known group  leadership  theories that inquire the interactions between leaders and followers. A transactional leader focuses more on a series of transactions. This person is interested in looking out for oneself, having exchange benefits with their subordinates and clarifies a sense of duty with rewards and punishments to reach goals. The transactional leadership style developed by Bass is based on the hypothesis that followers are motivated through a system of rewards and punishment.   The transactional leaders view of the leader / follower relationship is one of quid pro quo or this for that.   If the follower does something good, then they will be rewarded.   If the follower does something wrong, then they will be punished. Transformational Leadership Transformational  leadership  is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of his followers through a variety of mechanisms. These include connecting the followers sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance. The theory behind  transformational leaders, on the other hand is based, on the hypothesis that leaders can exploit a need of the follower.   These particular needs are not based on quid pro quo transactions, but higher order needs.   These needs are those of the total person, and are closely aligned with the internal  motivational factors  of the follower. So at one end of the spectrum we have transactional leaders that are making many deals with those being led.   On the other end of the spectrum, we have transformational leaders, which are looking to satisfy a greater need of an individual. 3.0 Mission Transactional Leader: approaches followers with an eye to exchanging one thing for another Burns pursues a cost benefit, economic exchange to met subordinates current material and psychic needs in return for contracted services rendered by the subordinate . Bass Here, transformational leaders make exchange of work with their followers for benefit or rewards. Followers are motivated with the rewards being given. Transformational Leader: recognizes and exploits an existing need or demand of a potential follower (and) looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower Burns The leader who recognizes the transactional needs in potential followers but tends to go further, seeking to arouse and satisfy higher needs, to engage the full person of the follower to a higher level of need according to Maslows hierarchy of needs Bass Here, transformational leaders tend to focus on the move to change the followers and the organization. In addition, as explained by Bass, the transactional leaders focus on the organizational work within the organizational culture as the way it exists; on the other hand, the transformational leaders try to bring changes to the organizational culture. 4.0 Personal characteristics Transactional Directive Dominating Action-Oriented Transformational Self Confident Assertive Seizes Opportunities Tolerates Risk Uses Systems Thinking 5.0 Characteristics of Transactional leaders 1.  Contingent rewards:   Transactional leaders link the goal to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance. They set SMART (specific, measurable, attainable, realistic, and timely) goals for their subordinates. These leaders work on some aspects which include; Exchange of rewards for effort contracted. Rewards for achieving goals promised. Accomplishments recognized. Clear goals and recognition once they are reached is held to result in individuals and groups achieving expected levels of performance. 2.  Ãƒâ€šÃ‚  Management by exception (active): Transactional leaders actively monitor the work of their subordinates, watch for deviations from rules and standards and taking corrective action to prevent mistakes. These personalities also include; Standards specified by leader. Deviations are searched from the rules and standards. Corrective action taken quickly if necessary. May involve follower punishment. 3.  Ãƒâ€šÃ‚  Management by exception (passive): Transactional leaders intervene only when standards are not met or when the performance is not as per the expectations. They may even use punishment as a response to unacceptable performance. These leaders have some uniqueness which include; Leader awaits emergence of problems before acting. Intervenes only if standards are not met. 4.  Ãƒâ€šÃ‚  Passive-avoidant/Laissez-faire: The leader provides an environment where the subordinates get many opportunities to make decisions. The leader himself abdicates responsibilities and avoids making decisions and therefore the group often lacks direction. This can also be explained as; Agreements are not specified; there are no expectations set; and goals and standards are avoided. 6. 0 Characteristics of Transformational Leadership 1. Charisma or idealized influence The degree to which the leader behaves in admirable ways that cause followers to identify with the leader. Charismatic leaders display convictions, take stands and appeal to followers on an emotional level. This is about the leader having a clear set of values and demonstrating them in every action, providing a role model for their followers. 2. Inspirational  motivation The degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. It is also important that this visionary aspect of leadership be supported by  skills that allow the leader to articulate his or her vision with precision and power in a compelling and persuasive way. 3. Intellectual stimulation The degree to which the leader challenges assumptions, takes risks and solicits followers ideas. Leaders with this trait stimulate and encourage  creativity  in their followers. 4. Individualized consideration or individualized attention The degree to which the leader attends to each followers needs, acts as a mentor or coach to the follower and listens to the followers concerns and needs. This also encompasses the need to respect and celebrate the individual contribution that each follower can make to the team (it is the diversity of the team that gives it its true strength). Transformational Leaders Motivating for performance beyond expectations. Inspiring for missions beyond self interest. Instilling confidence to achieve performance.Transformational leadership goes beyond transactional leadership. Transactional Leaders Motivating for performance at expected levels. Initiating structure to clarify the task and roles. Stressing the link between reward and goal achievement. Uses agreed upon performance to motivate. Performance beyond expectations 7.0 Assumptions Transformational leaders People get inspired by a person then they will follow that person. Great things can be achieved by person with vision and passion. Things are gotten done by the way they are injected with enthusiasm and energy. Transactional Leaders Followers/Employees are motivated by reward and punishment. Orders are given by the superiors, and the subordinates have to obey the orders. These subordinates are not self-motivated rather they need to be intimately monitored and controlled in order to get the work done from them. 8.0 Differences Transitional leaders Transactional leaders are aware of the link between the effort and reward Transactional leadership is responsive and its basic orientation is dealing with present issues Transactional leaders rely on standard forms of inducement, reward, punishment and sanction to control followers Transactional leaders motivate followers by setting goals and promising rewards for desired performance Transactional leadership depends on the leaders power to reinforce subordinates for their successful completion of the bargain. Transformational leaders Transformational leaders arouse emotions in their followers which motivates them to act beyond the framework of what may be described as exchange relations Transformational leadership is proactive and forms new expectations in followers Transformational leaders are distinguished by their capacity to inspire and provide individualized consideration, intellectual stimulation and idealized influence to their followers Transformational leaders create learning opportunities for their followers and stimulate followers to solve problems Transformational leaders possess good visioning, rhetorical and management skills, to develop strong emotional bonds with followers Transformational leaders motivate followers to work for goals that go beyond self-interest. In addition, the below table will give a detailed contrast of the differences between Transactional leadership and transformational leadership. Transactional Leadership Leadership of the status quo. Effective in stable organizations and contexts. More likely to be observed in a well-ordered society. Focuses on social and economic exchanges between leaders and followers, using contingent rewards and administrative actions to reinforce positive and reform negative behaviors. Leader-follower relationship sees each exchange needs and services to satisfy their independent objectives. Follower response based on compliance. Supervision likely to be important. Leadership act takes place but leaders and followers not bound together in mutual pursuit of higher purpose. Founded on peoples need to make a living by completing tasks. Focuses on situational authority, politics and perks. Involves values, but typically those required for successful exchange relationships (for example, reciprocity, and integrity).   Emphasis on day-to-day affairs, business needs short-term goals and quantitative information. Leader-follower relationship may be established quickly. A relatively impersonal relationship maintained only as long as benefits outweigh costs.   Tends to be transitory. Once a transaction is completed, relationship may need to be redefined. Emphasizes tactical issues. Typically involves working within current systems.   Supports structures and systems that emphasize outcomes. Follower counseling focuses on evaluation. Atomistic worldview and moral altruistic motives based on teleological perspective (that is to say, based on consequences). Motivates followers by appealing to their own self-interest (for example, pay, and promotion).   Based on directive power acts. Transformational Leadership Leadership of change (within leaders, followers and organizations). Important in times of distress and rapid and destabilizing change. Focuses on organizational objectives and organizational change by disseminating new values and seeking alternatives to existing arrangements. Leader-follower relationship sees purposes of both become fused, leading to unity and shared purpose. Attempts to raise follower needs (following Maslows hierarchy) to higher levels (for example, self-esteem) and to develop followers into leaders. Based on interaction and influence. Follower response based on commitment. Supervision may be minimal. Leaders and followers raise one another to higher levels of motivation and morality. Founded on peoples need for meaning. Focuses on personal power, values, morals and ethics. May be demonstrated by anyone in an organization in any type of position. Transcends daily affairs, concentrating on long-term issues. May take time for leader-follower bonds to develop. A personal relationship that may persist when costs outweigh benefits. Tends to be enduring. Emphasizes missions and strategies for achieving them. May involve redesigning of jobs to make them more meaningful and challenging. Emphasizes realization of human potential. Aligns structures and systems to overarching values and goals. Follower counseling focuses on personal development. Organic worldview and moral altruistic motives based on deontological perspective (that is to say, based on promises). In addition to the above table, their differences can also be categorized as the following; Basis Servant or steward Leadership Transformational leaders have idealized vision. They are likable and honorable hero that worth imitating and identifying. They lead to promote change in the environment. On the other hand, Transactional leaders have the basis of exchange process. They work on mutual need satisfying, giving rewards for job performance. They lead to promote stability in the workplace. Leadership development Transformational leaders tend to have more power. They empower and energize their followers excel. They re-engineer their followers. On the other hand, Transactional leaders design structures, control and reward system in their workplace to improve effectiveness and efficiency. Lead by example Transformational leaders are charismatic. They handle and meet individuals needs. As well, they upgrade the level of the needs. On the other hand, Transactional leaders possess different types of leadership style, using the right style at the necessary time. Proactive change agent Transformational leaders make an effort to inspire their followers to help them change and transcend their selves for greater purposes. On the other hand, Transactional leaders reward their followers in terms of their performance. They are reactive to change at instances. Vision creator propagandist Transformational leaders make effort to create a vision of desired future state. They communicate pain of change that worth the effort. On the other hand, Transactional leaders focus on company goals and objectives. They make sure the needed goals are achieved. 9.0 Examples Transactional Leadership In this kind of leadership, a clear chain of command is established. The leader motivates his subordinates by presenting them rewards and punishments. All requirements for a subordinate are clearly stated with corresponding rewards. If they fail to satisfy those requirements, they will receive a corresponding punishment. A couple of famous examples of transactional leaders are Joseph McCarthy and Charles de Gaulle. Transformational Leadership Transformational leaders  lead by motivating by their followers. Leaders appeal to their followers ideals and morals to motivate them in accomplishing their tasks. Basically, these kinds of leaders empower their followers using their own beliefs and personal strengths. Simply put, they inspire their followers. Famous transformational leaders include Martin Luther King Jr. and Walt Disney. 10.0 Conclusion Finally, the transactional style of leadership is viewed as insufficient, but not bad, in developing the maximum leadership potential. It forms as the basis for more mature interactions but care should be taken by leaders not to practice it exclusively, otherwise it will lead to the creation of an environment permeated by position, power, perks, and politics. On the other hand, transformational Leadership by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated. Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire companies.

Animals and Nature in the Work of Margaret Wise Brown :: Biography Biographies Essays

Animals and Nature in the Work of Margaret Wise Brown Read almost any book by Margaret Wise Brown, and you will start to see some overlapping trends. Readers know when they are reading a work by this famous author without seeing the cover or title page because her works have so many similarities. The use of multiple animals and nature frequently appear in her books and serve as common ideas in literature by Margaret Wise Brown. Many of Margaret Wise Brown’s most famous books have animals as the main character. For example, Runaway Bunny and Goodnight Moon, two of her most popular books, feature rabbits as the main characters. Further, in Goodnight Moon, the animal’s behavior is parallel to that of humans. For example, the motherly figure on the rocking chair is reading to the young rabbit as many parents do to their children. Additionally, Brown adds a humorous element as the young rabbit seems to have pets. Margaret Wise Brown was truly fascinated by animals, and she understood children’s attraction to animals. Tellingly, when Brown reflects on her childhood she mentions her â€Å"thirty-six rabbits, two squirrels†¦a collie dog, and two Peruvian hens, a Belgian hare, seven fish, and a wild robin who came back every spring† (Days Before Now). From this information about Brown, one understands where her love of animals originated--her childhood. Additionally, animals were kind to her and did not restrict or belittle Brown the way some individuals did regularly. Brown was allowed to have constant interaction with animals, which proved to be influential in her writing career. Overall, Margaret Wise Brown used numerous animals, especially rabbits because of her love for creatures and the understanding she possessed of children’s love of and interest with animals. Another area of focus when creating her books is nature. As a child, nature became Brown’s life as she notes, I grew up along the beaches and in the woods of Long Island Sound. This was the country. And from then on I was terribly busy hitching up all the dogs I could find to pull me around on my sled in the snow, and picking cherries high up in cherry trees, chasing butterflies, and burning leaves, and picking up shells on the beach, and watching the new flowers come up in the woods as the seasons passed (Days Before Now) This passage gives readers an enhanced understanding of this talented author, as they see her passion for the wilderness during childhood.