Compare and Contrast major viing point of views at three ( 3 ) different times in history ( for illustration: Plato vs. Aristotle ; Others. Etcaˆ¦ ) .

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I have chosen three distinguishable periods in leading development theory every bit good as six differing positions on leading that, to this point in the class, have played a function in my germinating position of leading. I chose each for its impact on me and for the impact they have had on the field of leading. First is Thomas Carlyle ‘s ( 02 ) position of the “ Great Man ” versus Leo Tolstoy ‘s ( 33 ) position of the great adult male as “ History ‘s Slave ” . Carlyle believed that leaders shaped and determined history sing leading in the context that a leader is a “ great adult male ” to whom all others should subordinate themselves. Carlyle claimed that one time found, the “ able-man ” should govern and no other demand for elections is necessary, as one time he is identified the leader will bring forth the perfect authorities and will prosecute policies in his infinite wisdom ( 02 ) . Carlyle ( 02 ) contended that the really word “ King ” derived from the antediluvian word “ Can-ning ” , which means “ Able-man ” . In making so he is straight associating the construct of the “ Able Man ” to that of the belief common in many civilizations and throughout history that a “ male monarch ” is someway endowed with some type of godly power, authorization or set of gifts. In Carlyle ‘s authorship, he argues that the “ Ablemen ” direct the class of history and determine fate. These “ Ablemen ” are the force that alters history and flex its arch towards them and the policies or enterprises they pursue. This is straight conflicted by that great events in history are non the consequence of “ great work forces ” but are alternatively “ predestined from infinity ” . Tolstoy ( 33 ) argued that although leaders are seeable, their actions are dependent upon the action ‘s of others every bit good as the state of affairss leaders may happen themselves in. Thus, Tolstoy would reason that history is what forms and determines leaders and leaders act more as marionettes than as managers. The mention in category to a captain simply steering a boat down a river instead than dredging the H2O ‘s way is an appropriate 1. Tolstoy viewed the leader as a vehicle by which the foreordained event occurred. He utilizing the illustration of soldiers taking to enlist in Napoleon ‘s ground forces and an bossy authorities in Russia as illustrations of forces beyond Napoleon ‘s control but the consequence of which enabled him to do the picks that he did. “ Every act of theirs, which appears to them an act of freewill is in an historical sense involuntary and is related to the whole cause of history and predestined from infinity ” , Tolstoy ( Wren pg. 59 ) . As a comparing of the two, I would province that they both stood in the head of what would go prevailing theories of leading. Carlyle ‘s “ great adult male ” can be seen as a sire of trait theory and Tolstoy as portion of the foundation of situational leading theory. Additionally, each was the progeny of old thought on the topic as Carlyle ‘s ideas find common land with Plato ‘s position of philosopher male monarchs and Tolstoy ‘s seem in some ways reminiscent of Lao Tzu ‘s positions about leaders as go-betweens, of those playing a function in history but non directing its class. They both nevertheless lack an indispensable constituent of the other, I believe. Tolstoy gives no recognition to the thought that leaders can play a function in determining history while Carlyle believes they play the lone function. The truth, in my sentiment, really lies someplace in between. Second, Wren in the Part III Introduction intrigued me by indicating out that both Ghandi and W.E.B. Dubois played important functions in societal motions during the twentieth century ( Wren pg. 46 ) . That is an of import comparing in visible radiation of the differing positions they took on the topic of leading. The impact that each created while exposing different positions of leading is important. Both are still looked to today as innovators and pioneers and as voices for their people. Each is still regarded has holding played an alone function in the progress of their chosen causes. In his work Satyagraha, Ghandi dismisses his function as a leader and alternatively focal points on the followings. He stresses that traditional leaders are unimportant as they could merely take if the multitudes permitted it. Additionally, Ghandi advocated a inactive opposition or “ ne’er by force ” attack to societal alteration and in response to immoral leading. He championed a “ lead by illustration ” doctrine without stating “ do as I do ” . Ghandi writes that a Satyagraphi must mobilise public sentiment against evil ( Wren pg. 75 ) . His dour chase of the moral high land and his believe that one time seized ne’er should it be surrendered and by so making, finally others will non merely be compelled by the cause, but more significantly, finally one will win the triumph they seek. He felt that a populace which was intelligent and cognizant was the most powerful arm. Ghandi did non nevertheless wholly dismiss formalistic offices of leading and power, stating alternatively that either could be acceptable when it is for greater service ( Wren pg. 75 ) . Ghandi identified accomplishments of a leader such as ; self-discipline, self-control, and self-purification but did non claim that those accomplishments were built-in traits that could non be learned. That construct is of import because instruction is a point of understanding between Ghandi and Dubois. The most effectual usage of it nevertheless, would be a point of dissension. While Ghandi would educate the multitudes as a agency to the terminals, Dubois saw instruction of the “ Talented One-tenth ” as the most effectual manner to convey about societal alteration. Dubois supported instruction and work as “ the levers to elate a people ” ( Wren pg. 80 ) , he assigned the Talented Tenth the duty to be leaders of idea and missionaries to their people. Dubois ( 03 ) defined this Talented Tenth as those leaders within the black community who would lift up to be the leaders of the community, who would so necessitate to be educated and trained to be the leaders. Dubois, in struggle with Ghandi ‘s position of leaders as an single committedness, saw alternatively leaders as an elect cell. So while Dubois, advocated instruction, he felt it most utile for society to concentrate it on this “ gifted ten percent ” , and he felt that the white community should demo their support by back uping those establishments and others who train and educate the “ gifted ten percent ” . Finally, I would travel back to some of the beginning Hagiographas on leading, those of Plato and Aristotle. Plato ( 01 ) predates Carlyle in the thought that “ philosopher-kings ” as defined by Plato and similar to Carlyle ‘s “ great adult male ” , are of course superior therefore best-suited for leading. Aristotle ( 00 ) on the other manus, contends that anyone can take with the right combination of experience and instruction. Both are similar in the position that instruction and experience along with cognition work together to develop the best leaders. The positions diverge on the point of who can be a leader in that Plato takes a really hierarchal position while Aristotle stresses that leaders do non stand for a superior category, must foremost be able to follow, and can be developed through mentoring. Plato besides advocates some for what would subsequently be called trait theory by depicting several “ gifts ” that merely certain people possess. These would include ; a good memory, speedy to larn, baronial, gracious, etcaˆ¦ ( 02 ) Aristotle ( 00 ) viewed male monarchs as holding no pronounced high quality over their topics and encourages the construct that everyone should take their bend at regulating and being governed. Therefore Aristotle contends that since everyone will and should hold the chance to take and that instruction of all, and in the same mode, particularly at a basal degree or in some countries, is critical. I found it interesting to see the contrast in positions between Aristotle and Plato and Wren explains it as a mark of different times in Grecian history, but I would wish to conceive of that it is truly a development of the scientific discipline of leading, possibly as a consequence of the historical environment, and an promotion of idea on the construct. All of the above, except for Tolstoy, clearly articulate an educational constituent to leading nevertheless, they differ well on whom should be educated to take. This gives acceptance to the construct that leading is non, as some of the above would reason, a trait in entirety, but is something that can be learned and developed, of class that is what brings us all to this field of survey.

How would ( at least 6 ) of the historical authors/scholars of leading define leading? How would each specify leading effectivity? How does your definition of leading comparison to historical positions?

Lao Tzu would state that leading is altruistic service that facilitates a procedure by which followings make achievements. Lao Tzu would specify leading effectivity by analyzing the consequence and inquiring if the success was attained by the group or due to a leader. The right reply for Tzu would be that success was a consequence of the group. This result would mensurate the facilitative nature of the leader. Tzu placed great accent on openness, taking without coercion, and doing your presence know in a trustful, non a directing mode to the group. In many ways his positions impacted thought on leading deeply and can still be seen today in constructs such as servant leading. Plato would specify leading as possessing the wisdom and cognition necessary to steer the people in the appropriate behavior of authorities and policies. Plato would specify leading effectivity by analyzing to what extent a leader has allowed self involvement to catch the involvement of the province or the group. Aristotle definition of leading would be one who is honest and educated in their chase of what is “ utile and necessary ” for the group as a whole. Effectiveness would be measured by the leader ‘s chase of the “ perfect life ” or a life for all that would include peace and leisure. Machiavelli would specify leading as exposing the traits necessary to stay in power and retain authorization regardless of what those traits may be. Machiavelli would reason that a leader is one who understands the demands of the people and their shifting positions and would be antiphonal to those demands and the “ shifting air currents ” that drive them. The effectual leader would be one who remains in power. Tolstoy would specify leading as happening oneself in a pre-destined state of affairs and exhibiting the necessary actions as the state of affairs dictates. The effectivity of the leader would non be determined by the result of the full state of affairs but merely by the actions the person could command. Ghandi would specify leading as a life doctrine of “ prima by illustration ” by staying moral, firm, and nonviolent in efforts to turn to immorality or work toward a merely cause. The effectivity would be measured by the acceptance of this definition and a bulk of a group following it as a manner of life.

My definition of leading differs slightly at hebdomad five from the position I had during category one. I would specify leading as the apprehension, mold, disputing, authorising, actuating, liberating, and animating in a co-op, supportive, and servant manner that assists in traveling a group to a shared vision, end, or aim that produces positive impacts for those involved and for the community ( nevertheless it is defined ) as a whole. While my definition has grown in size and likely still needs some alteration, in that it does n’t suit on a bumper spine that easy, it has besides grown in deepness and apprehension and I will reserve the right to change this definition by the terminal of the semester or several times as necessary. I would subscribe to certain facets of many of the above leading definition and steps, but would non wholly follow any one of them as “ the manner ” . Leadership remains a traveling mark to me in that specifying it may be the issue that we all have it. Leadership may be one of those rare entities that defies a individual definition and alternatively is the apogee of assorted facets of many different procedures, thoughts, and inherent aptitudes. It is impacted by environment and state of affairs and I would state that history points to the thought that one manner does n’t ever work. Looking at assorted historical positions I can see a function for “ great adult male ” theories, trait theory, personal appeal, behavioural and situational theories every bit good as transactional and transmutation theories. To me, the articulation of a shared vision that is seen as the terminal may supply the chance for a assortment means in which to accomplish it. Leadership may really good be the ability to acknowledge and implement this.

Compare and contrast three major eventuality theories ( leading substitutes, path-goal, LPC, Normative, situational ) .

By definition, eventuality is that one thing depends upon another. Contingency theories of leading focal point on the variables related to state of affairss or environments to supply penetration into which peculiar manner of leading is best suited for any given state of affairs. Harmonizing to these theories, no leading manner is best in all state of affairss ( trait theory ) . Success depends upon a figure of variables, including the leading manner, qualities of the followings, and facets of the state of affairs. These assorted theories rise from the statement that trait theory entirely was non the lone definition of leading and alternatively of a individual profile of a leader that leading should embrace the assortment of state of affairss and leaders response to them. I think based upon historical and practical cognition we can hold that one peculiar leading profile is non right for all state of affairss. These theories are an effort to clear up that belief. In add-on, eventuality theory relies on the premise that leaders can alter and take to alter their manner as the state of affairs dictates.

Fred Fielder ( 71 ) in the eventuality leading theoretical account maintains that the state of affairs moderates the relationship between leading effectivity and a trait he devised name the least preferable coworker mark ( LPC ) . The LPC asks the leader to choose a colleague ( past or present ) with whom he/she works with least good. The leader so rates that colleague on the LPC graduated table. The consequences would bespeak that the leader who is critical in evaluation the least preferable colleague will hold a low LPC mark ( task-orientated leader ) and the higher LPC mark would be to a leader who is by and large more indulgent ( relationship-orientated leader ) ( Yukl 2006 ) . Fielder recommends that leaders should be matched to leading state of affairss based upon three variables ( situational favorability ) . These are ; dealingss with subsidiaries, undertaking construction, and place power. High degrees of these three factors would give the most favourable state of affairss and low degrees the least favourable ( Yukl 2006 ) . Harmonizing to Fielder, there is no ideal leader in that both leader types can be effectual if there type fits the state of affairs. Fielder besides contends that it may be easier for leaders to alter their state of affairs ( situational favorability ‘s ) instead than change their leading manner. Path-Goal Theory from Robert House ( 96 ) was explains how the behaviour of a leader influences the satisfaction and public presentation of subsidiaries. House ( 96 ) found the function of the leader to increase personal final payments to subsidiaries for work-goal attainment and to do the way to these final payments easier to go by ; clear uping them, cut downing booby traps and barriers, and increasing chances for personal satisfaction en path.

Path-Goal theory relies to a great extent on anticipation theory to explicate how the leader influences low-level satisfaction ( Yukl 2006 ) . Expectancy theory provinces that a individual will take how much attempt to set into a job/task by taking between their degree of attempt and the likeliness that the undertaking will take to a successful result. Path-Goal utilizations four leader behaviours ; supportive leading, directing leading, participative leading and accomplishment orientated leading to consequence low-level satisfaction and attempt ( House, 1996 ) . Path-Goal theory is reasonably simplistic in that it basically tasks the leader with uncluttering the way and taking obstructions for low-level achievement. It takes into history the leader ‘s behaviour, the undertaking, and subsidiary features which together influence attempt and results. Path-goal theory besides uses anticipation theory as a footing for subsidiary behaviour which does non take into history the full spectrum of responses or motivations of subsidiaries. Environmental factors may impact low-level satisfaction at any given minute, and the path-goal theory truly offers no solution to the quandary.

The Normative Decision Model ( Vroom, 1973 ) examines how much subsidiaries should be allowed to take part in determination devising and what type of engagement should be allowed. The theoretical account suggests five determination devising manners ; Autocratic 1, Autocratic 2, Consultive 1, Consultive 2, and Group 2. The manner is a consequence of a series of inquiries which form a determination tree. The attack was alone in that it gave support to the construct that a leader could trust on different group determination devising attacks and is a extremely operable tool for mangers/leaders. After the in-class treatment on the theoretical account, I have used the determination tree several times in the office and have found it utile and offering of a position I may non hold taken into consideration without holding it laid out before me.

In a reappraisal of the above eventuality theoretical accounts I would offer the undermentioned observations. Fielder ‘s theoretical account does non take into history any position of the follower and used them merely as a graduated table by which to ease a self measuring of the leader. Both the path-goal theory and the normative determination theoretical account include considerations of the follower every bit good as the leader and the state of affairs. Each theory incorporates state of affairs variables that impact leading, which to this point had non been considered. Additionally Path-Goal and Normative reference leader behaviours that can act upon the results, Fielder ‘s position is missing in this country and seems to order that a leader is merely the type that they are and must change the situational variables and non their ain leading variables to bring forth impact. Each has proven to hold at least some support to the construct, yet differences do be in finding what precisely is being measured, particularly in the instance of LPC. In contrast to the Fielder eventuality theoretical account, path-goal theory says that the four leading behaviours are unstable, and that a leader can follow any of them depending on the state of affairs. Additionally, Fielder addresses the issue of one-on-one relationships with subsidiaries, but lacks an overall/unifying group leading context. This job is non alone to the Fielder theoretical account in that the normative theoretical account besides merely considers specific actions and non a airy or all embracing position of how group leading should happen. Path-goal touches on the topic and could supply more counsel on the remotion of obstructions for the group but concentrates on single achievement alternatively of group achievement. How would the leaders address changing demands or way remotion within the group and still travel the group as a whole towards the end? The eventuality theoretical accounts play an of import function in leading development theory in that they have provided a nexus from trait theory to more modern consideration of leading. They encouraged extra survey and thoughts to come frontward to progress the field.

What is your definition of magnetic leading and transformational leading? Have these definitions changed for you during this class? How? In what ways is a magnetic leader similar/different from a transformational leader?

My definition of Charismatic leading would resemble House ‘s ( 76 ) position that it describes leaders who by force of their personal abilities are capable of holding profound and extraordinary effects on followings and actions. My definition would include some atilt towards the term “ messianism ” , in that followings develop a devotedness of kinds to the leader that many outside of the state of affairs can non grok. Weber ( 47 ) describes this position as “ put apart from ordinary menaˆ¦treated as though endowed with superhuman powers or qualities. ” I would n’t travel so far as to deify the magnetic swayer, but I do believe that followings bestow upon them certain qualities and outlook that may be unreasonable. Much of the work on magnetic leading has centered on the qualities/traits/attributes of the magnetic leader. In add-on, many of our category readings on the topic ( Conger and Kanungo, 1987 ) place personal appeal as an discernible behavioural procedure and an attributable phenomenon. Conger and Kanungo explain the ascription harmonizing to four variables. They go on to foretell a series of behavioural constituents of personal appeal that impact followings. House ( 91 ) finds that magnetic leaders may be identifiable at an early age due to certain personality traits they exhibit and that these traits do in fact impact followings and organisations. Shamir ( 91 ) uses personality traits to explicate magnetic leading and their consequence on followings. I found this survey interesting in that it relies upon reasonably established theory and seeks to understand the “ why ” inquiry of what compels followings to be drawn to a magnetic leader. I will hold to hold with Barbuto ( 97 ) reading in that what the bulk of magnetic surveies are naming personal appeal is non truly charisma and is alternatively are mensurating inspiration. Barbuto defines personal appeal harmonizing to a series of old surveies and so seeks to foreground the differences in what that definition is and the surveies are profession to analyze. Barbuto ( 97 ) uses the followers, “ Charisma is described as the leader ‘s ability to bring forth great symbolic power with which to place. Followings idealize the leader and develop strong emotional fond regards. ” Therefore Barbuto argues, “ If follower ‘s enthusiasms root from designation with the mission at manus than it is non charisma, it is inspiration. If nevertheless, followings ‘ enthusiasms stem from emulation or designation with the leader, so this is charisma, non inspiration. I believe this to be a groundbreaking differentiation between personal appeal and inspiration and have in many instances redefined the argument or at least the definition of both. For illustration, the Full Range Leadership Model ( Barbuto 2007 ) uses Inspirational Motivation non Charisma as one of “ the Four I ‘s ” of Full Range Leadership. I remain compelled to the charisma country by virtuousness of the Dramaturgical Model put forth by Gardner and Avolio ( 98 ) . While they portray magnetic leading as a “ production ” I feel that the theoretical account is so interrelated in usage with both magnetic and transformation leading that it becomes difficult to utilize it as a point of differentiation between the two. Transformation leaders, in my sentiment, use the dramaturgical theoretical account in an attempt to “ fudge their stakes ” in relation to the image or environment they are trying to impact. This may include “ puting the phase ” for a transmutation leader in an effort to make the ocular imagination and “ hammer place ” the point or vision they recommending.

I would specify Transformational leading as a leading manner that produces profound effects on followings and the leader. Transformational leaders empower, manager, and motivate followings to ; disregard self involvement, work for the larger good, do major alterations, and achieve important achievements ( Bass, 2006 ) . These consequences can be achieved in a assortment of ways ; through inspiration, integrity around a vision, moral or personal alteration as a consequence of being a portion of a cause/action bigger than oneself, etc. Burns ( 78 ) describes transformation leading as a procedure in which “ leaders and followings make each other to progress to a higher degree of morale and motive. ” Burns introduced the construct in relation to his research on political leaders and would be an illustration, that through my experience, I would utilize. It is clear that in this type of relationship the leader is infused, motivated and inspired by the followings and frailty versa. Ask any run worker why the voluntary long hours for a cause and a individual they believe in and in most instances they will indicate non to the individual as magnetic leading may hold you believe, but alternatively the cause or alteration that is transforming the community ( them and the leader included ) . Transformation leading is contained in the 4 I ‘s of Full Range Leadership, ( Barbuto, 2007 ) . These are ; Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, and Idealized Influence. The Full Range Leadership Model, with the constituents of transactional and transformational leading provides, to day of the month, the best theory of leading. Hunt ( 1999 ) describes the impact transmutation leading has had on the field in three ways. First, it has extended the leader ‘s function into that of a trough of significance. Transformational leading does n’t separate where in the organisational hierarchy the leading must be exhibited and as surveies ( Lowe, 1996 ) indicate that it consequence at all degrees of an organisation, possibly even more so at the manger degree. Additionally, harmonizing to Hunt ( 96 ) transformational leading emphasizes the importance of emotion reactions of followings in response to a surpassing vision, it emphasizes the survey of upper degree leaders and their organisational impacts, it stresses corporate procedures, and it has tended to utilize more qualitative research. Transformational leading besides builds good upon old theories in the field including facets of magnetic leading, exchange theory, path-goal theory, ( Hunt, 96 ) . I do believe that Hunt falls into the same trap as many others as reported by Barbuto that he makes personal appeal and transformational leading synonymous when as indicated above it is non.

My definition and differentiation between magnetic and transformational leading has decidedly been altered by this class. I know that I used the two interchangeably and am now at least cognizant plenty of assorted issues to truly analyze what a survey is proclaiming to analyze and inquire if that is truly charisma or is it inspiration. I have developed a important grasp for the difference in the two. A cardinal difference for me is the construct of genuineness that I believe is missing in the magnetic leader, but is present in the transmutation leader. I value the construct that transformational leading is truly about a relationship between leader and follower, which I believe differs in range and deepness from the “ starry-eyed ” construct in magnetic leading. My belief that leading has a transcending constituent that effects leaders, followings and communities is best encapsulated by the transformational theoretical account and wholly missing in the magnetic theoretical account. Charisma appears more closely aligned with power whereas transformational leading is non about power at all. The moral facets of transformational leading construct upon the Hagiographas of Lao Tzu and Ghandi and supply a intent to a cause that is greater than the single parts, which is possibly the most of import differentiation between it and magnetic leading.

How does transformational leading consequence follower ‘s motive degrees? Specifically, show how the assorted behaviours of transformational leaders can tap into the motivations of follower ‘s? Are transformational leaders capable of actuating all people, or are they suited more for follower ‘s motivated in specific ways?

Motivations are a strong and internalized force in our lives. They are the thrusts, demands, and wants that each of us have. They are really personal and powerful in finding our class of action and supplying significance in what we do. To genuinely understand leading it is indispensable that we have an apprehension of motive, non merely of leaders, but merely every bit significantly, the motive of followings. Transformational leading offers several penetrations into motive. Maslow ( 43 ) provides basic background on the development of motive theory with his hierarchy of demands. Transformational leading would most frequently be linked with the self-actualization demand discussed by Maslow in that the transformational leader provides a vision and works to promote people from lower to higher degrees of demands and moral development ( Dvir, 2002 ) . This stems from the transformational leaders development of a clear vision, showing assurance in followings, and taking by illustration. Self-actualizing leaders exhibit transformational leading by promoting personal growing and higher degrees of morality from themselves and followings. The Meta-Theory of Motivation ( Leonard, Beauvais, & A ; Scholl, 1999 ) discusses five beginnings from which we derive motive. They are ; Intrinsic Process Motivation ( enjoyment of the work being done ) , Instrumental Motivation ( motivated by extrinsic touchable results ) , Self Concept-External Motivation ( motivated by desire to derive credence ) , Self Concept-Internal Motivation ( single ‘s internal criterions of traits, competences, and values ) , and Goal Internalization Motivation ( the acceptance of attitudes and behaviours because the content of the work fits personal value system ) . Transformational leading provides patterns that can impact each one of these motivational beginnings for followings. Transformational leaders provide followings with assurance, optimism, and celebrated successes that fulfill the intrinsic procedure beginning. Additionally the chance to be portion of a group or cause with defined values, schemes and vision entreaties to the external motive construct for followings. The follower ‘s internal criterions can easy be compared with the values and criterions the transformational leader demonstrates and the end internalisation motive can be seen in the assorted facets of vision, cause, mission, success, etc. of the group and the transformational leader ( Barbuto, 2007 ) . These features obviously demonstrate the motivation factors associated with transformational leading.

Transformational leaders can and make consequence all types of follower ‘s including as Dvir, Avolio, Shamir ( 02 ) , found subsidiaries of subsidiaries to the leader and as they besides found may impact them more. This is a powerful realisation to quantify the important consequence a transforming leader can hold throughout an organisations hierarchy. Because of the all across-the-board nature of transformational leading I believe that its effects can be felt on all followings irrespective of their motive demands. To genuinely be a transformational leader one must Be and Do in a mode that includes all types of beginnings of motive for followings. The value of transformational leading is that it can truly transcend degrees and entreaty to both the basic and high demands of persons within a group at the same time. Barbuto ( 07 ) discoveries that by exhibiting the 4 I ‘s ( Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, and Idealized Influence ) “ leaders are able to actuate followings to execute above outlooks and exceed their ain opportunism for the interest of the organisation ” ( pg.2 ) . Everyone is motivated in some manner and the full scope of transformational leading makes it possible to impact and motive all followings irrespective of their internal motivations or actuating factors.

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