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It provides individuals an opportunity to influence public decisions.

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New York Times Best-Selling Author, Dr. John C. Maxwell teaches the high points of The 5 Levels of Leadership at The Chick-Fil-A Leadercast. For info on attending The 5 Levels of Leadership One-Day Workshop in a city near you, please visit http://www.johnmaxwell.com/events/workshops/the-5-levels-of-leadership

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A rule that defines how a particular situation is to be handled, or a particular outcome achieved, in a legislature or deliberative body.

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Definition for Parliamentary Procedure - Google Search

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Define parliamentary procedure. parliamentary procedure synonyms, parliamentary procedure pronunciation, parliamentary procedure translation, English dictionary definition of parliamentary procedure. n. A body of rules governing procedure in legislative and deliberative assemblies. Also called parliamentary law .

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You need to have an ID present. Some places you can vote on Election Day. Noe some felons can even vote.

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When voters go to the polls this November, they will encounter a patchwork of different laws and policies, many of them new since the 2012 presidential election - on everything from new voter registration deadlines to new identification requirements at the polls.

Since the last presidential election, 17 states have sought to implement new barriers to voting - including states like Alabama, Kansas, and Texas - with new ID requirements, disproportionately affecting minorities and low-income communities. As discussed below, some but not all of these laws have been blocked thanks to litigation by the ACLU and other organizations.

We've also seen positive changes as well, with voting laws that have expanded access. Multiple states have enacted laws that allow voters to now register to vote on Election Day. And this year, many victories have expanded the right to vote for people with criminal records. For instance, in Maryland, the re-enfranchisement of felons who have been released from prison is an extraordinary step to ensure that casting a ballot is open and just.

We want to clarify changes in the law and educate communities as they seek to exercise their right to vote. The ACLU has a long history of helping voters understand and exercise their rights. We have been at the forefront of the fight against voter suppression as well as the movement to allow new voter access. As a continuation of this work and in the lead-up to the November elections, the ACLU - in partnership with our state affiliates and their local allies - will host a series of telephone town halls in a dozen states to educate voters about new rules or common misconceptions when it comes to casting a ballot.

Empowering Americans with the right information to exercise their right to vote is crucial to a transparent and equal democracy. Our telephone town halls will highlight these states and laws:

Ohio: In this state, people on parole and probation can vote. The ACLU also recently settled a case restoring some early voting days and times, including on evenings and weekends.

Virginia: The good news: The governor recently restored voting rights to approximately 13,000 people with past convictions that have finished their sentences and is moving forward with plans for additional restorations. The bad news: The state now also requires a photo ID to vote.

Wisconsin: A photo ID is now required to vote, even though ACLU litigation challenging the law is ongoing.

Kansas: The bad news is that the state enacted a new photo ID law. But the good news is that the ACLU has had several recent victories so that citizenship documents are no longer necessary for registration at a DMV or when using the federal voter registration form.

Maryland: Voting rights have recently been restored to people with criminal convictions who are no longer in prison and to people on parole and probation.

Pennsylvania: As a result of ACLU litigation, a photo ID is no longer required to vote. People with criminal convictions can also vote this election.

Illinois: Voters can register to vote on Election Day for the first time in a presidential election.

Alabama: The bad news is that a new voter ID law is now in effect. The good news is that some people with past convictions can now vote too.

California: People on probation can vote, and there is a new law that facilitates voter registration at the Department of Motor Vehicles.

Colorado: There's a new Election Day registration law in effect, available for the first time in a presidential election.

Florida: Early voting was cut in 2011, but thanks to ACLU litigation, those cutbacks have been reversed. And on another positive note, a movement is growing to restore voting rights to people with criminal records.

Texas: Unfortunately, a photo ID is now required to vote but, thankfully, a recent court victory allow people without IDs to vote - all they have to do is sign an affidavit at polls.

These are just a few of the many changes in effect for this election. That is why it is now more important than ever for us to be informed of the voting requirements in our state, so that we can exercise our right to vote this November.
Learn more about what's at stake this election season

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When voters go to the polls this November, they will encounter a patchwork of different laws and policies, many of them new since the 2012 presidential election - on everything from new voter registration deadlines to new identification requirements at the polls.

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You need to be authentic, flexible, and aware of different approaches. You also need to use your emotional intelligence, strike a balance, and ask for formal support.

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It's important to be yourself, or rather a more professional version of yourself at work. If you're not naturally authoritative, suddenly giving orders to your team will seem very strange and is unlikely to earn you the respect of those you manage. Instead, think about your natural manner, strengths and skills, and how you can use the authority you have in a positive way.

Different situations will require you to (subtly) adopt different leadership approaches. For example, if you're leading a change initiative, it's important to be inspiring and engaging, in order to ensure others' buy-in and commitment. In a crisis situation, however, you'll need to be far more directive in order to convey an appropriate sense of urgency. As well as adapting your style to different situations, you should also be sensitive to the motivations, needs and personalities of individual team members.
3. Be aware of different approaches
While everyone has their own take on leadership, there are some commonly recognised leadership styles. Even if you find you naturally move between different styles, it's helpful to know what the different approaches are:

Autocratic - a traditional, top-down approach, which is highly directional

Democratic - a more consultative and participative leadership style

Transformational - a leadership style that is concerned with vision and driving change

Collaborative - a leadership approach based on a willingness to share knowledge, power and credit

Servant leadership - based on a sense of community and shared decision-making

Transactional leadership - a behaviour-based approach that is concerned with the interaction between leader and followers.

4. Use your emotional intelligence
If you're a relatively new manager, it may be worth talking to a more experienced manager or leader about their experiences. What leadership styles and approaches have they employed? Which have worked for them, and what advice could they pass on to you?

Being emotionally intelligent means tuning in to what is happening in your environment and being self-aware. Of course we all have a certain ability to identify with the situations and concerns of others, but there are times when it's particularly important to be emotionally aware. If there's a threat of redundancy in your department, for example, you'll want to show empathy for your team members. Be careful, however, not to offer false hope or to make assurances that cannot be met.
6. Don't be scared to experiment
When leading others, you'll need to balance the motivations, needs and wants of individual team members against what is best for your department or the wider organisation. When deciding on the most appropriate leadership approach take into account:
8. Ask for formal support

The nature of the work you and your team are doing

The different skills, experience and personalities within your team

Your departmental or organisational culture.

One of the best ways of finding what leadership style suits you and when, is trying out some different approaches. A leadership training course can offer a safe environment in which to do this. Volunteering to lead an initiative or special interest group within or outside your organisation may also offer you further opportunities to work on different leadership approaches.

It can be hard to be objective about your own leadership style and how well it's working, so seeking constructive feedback is a good idea. This could be through an online assessment tool or by asking senior colleagues for their observations. You may even wish to solicit the opinions of your team at individual catch-up meetings or as part of a more formal performance review process. Answers to questions such as 'what else do you need me to do?' or 'what could I do differently to help support you in your role?' can be quite revealing in terms of how you might adapt or fine tune your leadership approach.

If leading a team is relatively new to you, you may feel daunted at times as you tackle the many tasks, issues and demands that are part of managerial life. It can be useful to have someone you can call on for some external support, e.g. a coach or mentor, to help you benchmark your progress, talk through your leadership ideas, and identify areas for ongoing development.

Martin Baker is the founder and CEO Corporate eLearning Consortium and the tips are taken from the Toolkit for Managers

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Top tips for developing your leadership style

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1.Be authentic It's important to be yourself, or rather a more professional version of yourself at work. If you're not naturally authoritative, suddenly giving orders to your team will seem very strange and is unlikely to earn you the respect of those you manage.

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learn to manage people and beomce a great leader.

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Learn how to manage people and be a better leader

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The Three Levels of Government | Our Country, Our Parliament

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In each of the 10 provinces in Canada, the provincial government is responsible for areas listed in the Constitution Act, 1867, such as education, health care, some natural resources, and road regulations. Sometimes they share responsibility with the federal government. The three territories have their own governments, with responsibilities that are given to them by the federal government.

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A strong team are the foundation of high-performing business and a good team ethic can be held largely accountable for the success and smooth running of the organisation. If employees do not gel and work well together, problems can arise, such as poor organisation, missed deadlines and conflict within the workplace.

So what can teams do to ensure that they are collectively productive and drive the company forward? Here are a few qualities that a successful team possess.

1) They communicate well with each other

They communicate openly with each other, sharing their thoughts, opinions and ideas with members of their team; as well as taking into consideration what others have to say. Communication is essential for keeping track of progress and working together efficiently on tasks. Poor communication can lead to crossed wires, that can mean work is left incomplete/incorrect or conflicts can arise.

2) They focus on goals and results

They agree on and set team goals based on outcomes and results, rather than just on the amount of work being done. A clear plan can then be set about how they are going to achieve these objectives, as a group, as well as each individuals contribution. This provides them with clear direction and gives them something to aim for collectively.

3) Everyone contributes their fair share

Each member of the team contributes their fair share of the workload and fully understand what their responsibilities are and where they fit in with the running of the business. They feel a sense of belonging to the team, are committed to their work and really care about the success of the company.

4) They offer each other support

Team members are always happy to assist others when they need a helping hand with work. Teams are often more productive when they are also offered support from the organisation and access to the required resources.

5) Team members are diverse

Everyone is unique and will be able to offer their own experiences and knowledge that others may not possess. Diversity is needed so that all of the required skills are covered by somebody in the team and each individual can be assigned a particular role on the basis of their strengths and skills. A variety of personalities, age groups, cultures, etc. can also bring creativity and a broad range of ideas to the table.

6) Good leadership

A strong team usually have a leader that they trust and respect. This individual essentially works as the glue holding the team together and should be responsible for setting the pace, offers encouragement and motivation and keeps all members of the team updated.

7) They're organised

Organisation is essential for the smooth running of a business. Without it the workplace can become chaotic and goals are unlikely to be achieved. Though each individual should be responsible for organising their own workload, management should ensure that everything is running to plan and each member of the team is getting their work completed efficiently. Holding regular meetings can help to make sure that everyone is on the same page and deadlines are being met.

8) They have fun

It shouldn't be all work and no play! This can lead to burnout and lack of productivity, so it's important to inject a bit of enjoyment into working life. Teams who work particularly well together enjoy each others company and get together outside of the office from time to time to socialise and have some fun! Building a positive relationship with your colleagues can make for a much more relaxed environment and reduce conflict.

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A strong team are the foundation of high-performing business and a good team ethic can be held largely accountable for the success and smooth running of the organisation. If employees do not gel and work well together, problems can arise, such as poor organisation, missed deadlines and conflict within the workplace.

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This page summarizes major areas of law practice in alphabetical order , accompanied by links to professional organizations, when relevant. The content is partly based on information from LSAC and Discoverlaw.org, LSAC's diversity program. The American Bar Association is also a good source to explore. Consult with the Law Careers Advising deans for more information.

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Learn how to make a difference within your community by following our guide to being a successful community leader.

What is a community leader? Are you one?

Why should you be a community leader?

When should you lead?

How do people learn how to lead?

What are some qualities of successful community leaders?

Getting and giving support as a leader

What is a community leader? Are you one?

Community leaders take responsibility for the well-being and improvement of their communities. Are you a community leader? Are you interested in becoming one? Try answering the questions in this leadership quiz. Are you someone who:

Wants to improve your community?

Has something to contribute?

Doesn't wait around for someone else to get the job done?

If you have answered "yes" to any of the above questions, you are most likely a community leader already, or on your way to becoming one. You don't have to run for office or be given a title to be a leader. All you need to do is decide to take responsibility for some corner (or bigger chunk) of your community.

Community leaders are often self-appointed. Even people who run for office first make a decision that they want to be a leader. You can probably take as much responsibility for your community as you are willing to.

Many community leaders learn by trial and error. That's not a bad way to go; people mostly learn from experience. Nonetheless, flying by the seat of your pants can be a bumpy ride. So why not get some help along the way?

Why should you be a community leader?

Why should you be a community leader? Leadership can be good for you. In fact, many people enjoy leading. You don't have to lead out of obligation. You can choose to lead and participate in ways that energize you and help you grow, instead of leading in ways that drain you. You can choose to work on issues that you care about. You can take on challenges that are fun, rewarding, or interesting. It's up to you.

Let's take a closer look at what you can gain from being a leader:

You can make a difference

Do you ever daydream that you are the one to save the day? Perhaps you are the passerby who dives into the water to rescue a drowning child. Maybe you are the person who deftly persuades the terrorist to put down the gun, just in the nick of time. It is human to want to make a significant difference in the world. And you can.

The day-to-day acts of community leadership are usually not as dramatic as described above, and they usually don't inspire a chorus of recognition. Still, as a community leader, you can make a profound contribution. Establishing a day care center, increasing job opportunities in your community, getting rid of a toxic waste dump, or empowering others to lead are all activities that are heroic in their own way.

When Isis Johnson of New Orleans was four years old she saw a news report about starving children in Ethiopia which made her feel the need to act. At five, with her grandmother at her side, she went knocking on doors asking for food donations for poor people in her community. When she was six she collected 1,600 items to give to people in need. The next year, she collected 4,000 items. When Hurricane Andrew hit she collected 1,648 pieces of clothing to send to people affected by the storm. Shortly after the hurricane, Isis's grandmother suggested she start a foundation. With the help of her grandmother and a lawyer she established the Isis Johnson Foundation. Isis was then eight years old. (from Karnes and Bean, Girls and Young Women Leading the Way, 1993.)

We may not all establish our own foundations by the time we are eight, but we can make a significant difference if we put our minds to it. Doing so can be infinitely satisfying.

You can grow

Often, people lead because it helps them grow and expand their lives. There is almost nothing as challenging as leading groups of people. As a leader, you may need to communicate to large numbers of people, negotiate, and handle dicey situations. You will become more confident in yourself and in your world if you take action to lead others around you.

Many successful leaders started without confidence or skills. Some people that are leaders today once had a hard time saying anything in a small group. If you are a shy person, take heart. You're not alone. You can figure out how to make your voice heard. It just takes some practice.

Leadership skills are built step-by-step. No matter what your skills are right now, you can become a better leader if you work at it. You may find yourself doing things you never imagined you would!

We need many community leaders

There is room in this world for more community leaders. The model of one leader at the top with everyone else at the bottom just doesn't work for communities. One or two leaders can't possibly solve all the complex problems that our communities face. With more community leaders, our communities will do better.

The more people become leaders, the more problems we will solve. We need community leaders to think about and organize around many issues: youth development, economic growth, substance abuse, crime, the environment, health care -- the list goes on and on. Each issue will require a troop of skilled leaders to handle them. We need leaders who are women, young people (we were all young once), people of color, low -income people, immigrants, people with disabilities and many others that have been told that they should follow others, not lead. We need leadership from all walks of life in order for ours to be a truly democratic society.

How will all those leaders work together? That is a skill that community leaders need to learn. We all have to learn to cooperate. We all need to put aside longings for turf, status, and power in order to achieve goals that benefit everyone.

Here are some community leadership examples:

A citizen speaks up at the city council open meeting. Her words reveal the key issue regarding a local problem; the resulting discussion leads to a workable solution

A few people in the neighborhood successfully organize to protest the cutting down of trees by the city

A family member generates a plan to help a loved one to stop smoking, enlisting the support of other family members

A young person organizes a kick-the-can game after dinner on the block

Of course, having a title can be useful, at times. The following are some examples of community leadership carried out by leaders who have formal positions or titles.

A group of ministers creates an anti-drug initiative in the community

A teacher periodically invites his students' parents to a potluck dinner to talk about school issues

A member of the city council proposes a task force to provide services for homeless people

The president of the high school drama club organizes students to do a play that addresses racial conflict among teens

What is true about all of the examples above is simply this: One or more people took responsibility for their communities.

When should you lead?

You can always lead. As we've said earlier, you can "lead" whether you are the designated leader or not. You can always think and act like a leader.

For example, while you are sitting in a committee meeting you can think about what will help move the group forward. Does the designated leader need some encouragement? Do people need a nudge to follow through? Do you need to take an unpopular stand on an issue?

People are hungry for others to help. If you take initiative to improve a situation, you will almost always delight, relieve, and surprise people.

You don't have to take over someone's leadership role in order to help things go well. In fact, one way of helping a group function better is by supporting the official leader. You can do this by organizing others to help with the work, by listening to the leader, and by encouraging the leader when she or he feels discouraged.

How do people learn how to lead?

Do you have to be a "born leader" in order to lead?

No. People learn how to lead. Even the people who seem to do it naturally had to learn the skills of leadership. They might have learned by watching their parents, teachers, or clergy. They might have been given a lot of responsibility when they were young and might have been expected to take charge. They might even have taken classes in "leadership development."

The point is this: If you don't feel that you are a "born" leader, don't let that stop you. You can become a leader by:

Jumping in and practicing

Observing others lead

Finding a mentor

Taking a class or workshop

Reading books about leaders and leadership

Remembering that people who are now successful leaders, once weren't leaders at all

Below is a list of what community leaders do. You don't have to be able to do all of these things right now. But most likely you are already doing some of them. You can pick up other skills as you go.

Dream big to create your personal vision

Maybe you didn't think that day dreaming was part of being a leader. Well, it is ! In fact, day dreaming is one of the first things you need to do as a leader.

If you are going to be a leader, it is necessary to dream big for yourself and for what you want to accomplish.

Lili Fini Zanuck, a film director and producer, said, "Nothing happens without a dream. The daydreaming mind will wander to something greater than the conscious mind could ever have imagined. The more you visualize your dream, the more you understand it. That's how you begin. Soon you're on the road to realizing your dream."

Young people often have big hopes and dreams for what they can do to improve their worlds. If each one of us could remember our dreams as children, we might recall that we had some ideas too.

Try these exercises:

Interview a young person. Ask him or her what they would do to change the world if they could. Ask them what they wish were different.

Try to remember when you were a teenager. What did you want to change in the world?

Put aside practical considerations and fears. Brainstorm a list of dreams you would like to see come true.

So how do you take your dream and make it a reality?

You can start by creating your own personal vision statement. You put your dream into words that communicate to others a picture of what you want to do. Organizations have vision statements; and you, as a leader, can have your own vision statement, too.

Martin Luther King, Jr. said, "I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character." Now that's a vision statement!

Now it's your turn. Write out a few sentences of how you want some part of your world to be. Your vision statement will remind you of where you want to be going. As you wade through the day-to-day tasks of community organizing, sometimes without recognition or encouragement, remember to, "keep your eyes on the prize."

Listen to people

Listen to what people have to say. You need their thoughts and input. They will grow in confidence and become more engaged if they know their opinions are valued.

Even the most difficult people have some important things to say. We just have to learn to listen well enough to find the kernels of truth among all the chaff.

Decide that you are the person to take responsibility for your community

You have to make a decision to lead and view yourself as a community leader. No one else can contribute what you can. You have a point of view that no one else has. You have a set of skills that is unique. Your corner of the world will be different if you decide to act on its behalf.

Set goals

Give your vision a sharper image. Turn up the focus. Set some long-term and short term goals. That is how you carve a real path to your vision.

For example, if your vision is: "To create a community where every person can enjoy city parks in safety," then you might set goals like these:
Long-term goals:

Create more city parks

Reduce crime in city parks

Short-term goals:

Find out where the city parks are, who uses them, and what the crime levels are

Establish good working relationships with community police officers and park officials

Identify what actions might reduce park-related crime

Decide whether it will be preferable to start a new organization or work through existing organizations

Think about the individuals in the group

As a leader, you need to think about how each individual is affecting the group. Are there individuals whose talents are not being well used? Is someone acting in a way that is divisive or is draining the group of its energy? Is there a person who needs some help learning how to work in a team?

Think about the group as a whole

Someone has to think about the group as a whole. Is the group cohesive? Do people in the group have a shared vision? Is there trust and a sense of mutual support? Does the group need some training to help it function better? Are there some policies the group needs to strengthen it?

Propose programs and policies

Groups need direction and policies to keep them moving towards their goals. You don't have to be a dictator to make proposals. You can make proposals, then listen to people's responses and then make appropriate changes. Someone needs to take responsibility for moving the whole group forward.

Get the work done

Someone has to wade through the mud and do whatever it takes. This includes getting others to help, and making sure that all the bases are covered so that the job gets done right; when need be, it also means printing out labels, cleaning up the kitchen, making those extra phone calls, staying up late, or getting up very early.

Recruit and teach others to become leaders

Last, but not least: One of the central and long-term jobs of a community leader is to develop other leaders. Developing leaders is how we build a strong community of individuals that can work together to achieve goals. It is the basis for how a democracy works.

Developing leadership is a way you can have a legacy behind you - people who will continue to advance your cause and your goals after you have left the scene.

Community leaders should spend a good chunk of their time recruiting, encouraging, training, mentoring, and supporting others to become leaders.

Here are some steps you can take:

Find people who have leadership potential. There are people all around you who would love to be invited to lead something.

Help people view themselves as leaders. You can do this by helping them notice the informal leadership they have already taken in their lives. Are they parents? - that is certainly a leadership position.

Help people identify the reasons they want to lead. Listen to people talk about what is important to them and what they wish they could change.

Assist people to choose leadership goals that are attainable and that will help them build their confidence. Nothing succeeds like success.

Support people while they work to reach their goals. Listen to them talk about their successes and their feelings of discouragement; appreciate them and encourage them to keep going.

Support people when they make mistakes. Everybody needs help when they make mistakes. Help them get on the right track and encourage them to stick with it.

Challenge people to take the next step.

Leadership development is a long-term investment. Often community leaders have to put the development of other leaders ahead of achieving short-term goals. For example, it may be more important to take the risk of letting a relatively inexperienced person chair a small meeting and acquire new skills. If the meeting gets messy, perhaps that is not so bad. Leadership development is not a tidy endeavor.

So now we have a preliminary job description for a community leader. Does it seem overwhelming? Remember: You don't have to know how to do all these things when you start. You have the rest of your life to master them.

What are some qualities of successful community leaders?

You don't have to be a perfect human being to be a community leader, either. That's good, since none of us are. But it might be helpful for you to know a few of the characteristics that successful community leaders often have:

Integrity: To trust you, people have to know that you say what you believe and act accordingly. If people trust you, they may follow you to the ends of the earth.

Courage: It's okay to shake in your boots, but someone has to go slay that dragon, and it might as well be you. Leadership means that you show others the way through the dark, scary, forest. Go ahead and speak the truth--even when it's not popular.

Commitment: You have to stick with a task through the good times and the bad. Your commitment will serve as a model.

Ability to care about others: People will follow you if they know you care about them and about others. The greater your ability to care about all types of people, the more confidence they will have in you.

Creativity and flexibility: Every situation will call for a different response. Be ready to change and come up with new solutions.

Those are a few qualities of successful leaders. What are other leadership characteristics that you think are important?

Getting and giving support as a leader

All leaders need support from others to help them keep growing and get through the fears and discouragement they face. Also, leaders sometimes feel isolated in their jobs; they need others to listen to their thinking, and they need to listen to others' ideas.

You can develop relationships with people for sharing your leadership successes, discouragement, and for processing the pile of information you are exposed to in your leadership role. You can set up a regular time where you and another person or group of people can talk about being a leader.

This process can be informal and unstructured. However, sometimes a little structure in a leadership group can be helpful.

Here are some suggestions for leadership groups:

Start the meeting with each person having a chance to talk about what is going well - this starts you out with a positive tone.

Give each person a chance to talk about their leadership without being interrupted and without being given advice. Five to ten minutes works well. (This provides people a period of time to follow their own train of thought from beginning to end.)

At times you might use the following questions to help each person focus: (again, let each person answer them without being interrupted)

What have you accomplished in the last period of time? (week, month)

What is the state of your group or organization?

Where do you have difficulties as the leader?

What are your goals during the next period of time?

A word on emotions

All humans that live in the modern age get stressed out now and then. And the demands of leadership can pile on even more stress.

Leaders have to figure out how to handle emotions due to the stress of their jobs. You might feel crabby after a day of dealing with a myriad of problems. In fact, the more challenges you take on as a leader, the more emotional fallout you may experience, and it isn't surprising that it becomes harder to think straight.

Under stress, we may all become frozen or confused in our fears, worries, and discouragement. When that happens it is easy to react without thinking. Sometimes our feelings cause us to avoid taking actions when actions are called for. Sometimes our fears drive us to act in ways that are unworkable.

It is not unusual for people in leadership positions to deal with built-up emotions by hurting themselves. We all are familiar with people who take drugs or alcohol, overeat, smoke, get sick, etc., when stresses get too overwhelming. Most of us have struggled with these issues ourselves.

But you are too important to let bad feelings damage you. Your own well-being is at least as important as the causes and people you are fighting for. Don't wait until you are in trouble before you deal with your emotions.

So, what do you do when stresses build-up? One thing you can do is unload them. Find someone you can talk to about what is going on. Tell someone what gets hard for you. If you get some good attention, then you can cast off some of the weight that hangs on you. You may feel renewed in your commitment and more able to think afresh about those difficult problems.

Talking helps. So does crying and laughing. A good cry or hearty laugh with a coworker or friend can clear a space in your brain to sort out some of those knotty problems.

And chances are, if you can tell someone else what is going on for you, they will be more than happy to come to you when they need some help. In fact, when you ask for help you are modeling effective leadership.

Here is a more formal version of the listening exercise described above:

Find a friend or coworker you trust.

Ask your friend to listen to you without giving advice or interrupting. Ask them to not judge you for your feelings.

Ask them to keep your conversation confidential.

Take a specific amount of time to talk.

Ask the listener if they would like a turn to talk when you are finished.

Setting up listening exchanges may feel awkward and embarrassing at first. Listening well to what people have to say is different from everyday conversation. The exercise above will take some practice, but it will definitely help you to think more clearly and feel more positive about the work you are doing.

In Summary

It's just possible that community leadership is a job that is made for you. Remember, you are the one, and the only one, who can decide what kind of responsibility you would like to take to make sure things go well in your corner of the world.

Go ahead and dare to take hold of your dreams and do the work that is meaningful to you. You have the ability to make significant changes in the lives of the people with whom you work, live, and play. Don't deny the universe your unique contribution.

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Section 1. Learning How to Be a Community Leader

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Learn how to make a difference within your community by following our guide to being a successful community leader. What is a community leader? Are you one? Why should you be a community leader? When should you lead? How do people learn how to lead? What are some qualities of successful community leaders?

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Leadership Roles: 12 LEADERSHIP ROLES - Master 12 Effective Leadership Roles To Become a Greater Leader

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Leadership Roles and Effective Leadership: EFFECTIVE LEADER - 12 EFFECTIVE LEADERSHIP ROLES: Create an inspiring vision, give direction and set stretch goals; Lead by example; practice what you preach; set an example, Be enthusiastic; inspire and energize people

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To achieve a certain goal a group leader provides direction, instructions, and guidance to other group members. Their job is to get stuff done, also to make sure everyone else is getting the job done.

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Team Leader

A team leader is someone who provides direction, instructions and guidance to a group of individuals, who can also be known as a team, for the purpose of achieving a certain goal. An effective leader will know her team members' strengths, weaknesses and motivations.

Roles

Team leaders serve various roles in an organization. Their job is to get tasks done by using all of the resources available to them, including other employees or team members. Below is a list of some important roles a team leader must often take on:

Develop a strategy the team will use to reach its goal

Provide any training that team members need

Communicate clear instructions to team members

Listen to team members' feedback

Monitor team members' participation to ensure the training they are being provided is being put into use, and also to see if any additional training is needed

Manage the flow of day-to-day operations

Create reports to update the company on the team's progress

Distribute reports to the appropriate personnel

Responsibilities

A team leader is responsible for guiding a group of employees as they complete a project. They are responsible for developing and implementing a timeline their team will use to reach its end goal. Some of the ways team leaders ensure they reach their goals is by delegating tasks to their members, including themselves.

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role &  responsibilities - video & lesson transcript | study.com

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What Is a Team Leader? - Description, Role & Responsibilities - Video & Lesson Transcript | Study.com

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A team leader is someone who provides direction, instructions and guidance to a group of individuals, who can also be known as a team, for the purpose of achieving a certain goal. An effective leader will know her team members' strengths, weaknesses and motivations. Team leaders serve various roles in an organization.

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Citizen definition, a native or naturalized member of a state or nation who owes allegiance to its government and is entitled to its protection (distinguished from alien). See more.

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roles and responsibilities of group member 

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roles and responsibilities of group member 

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A diverse set of employees makes for an exciting team.

Hemera Technologies/PhotoObjects.net/Getty Images

Businesses sometimes need workers to collaborate in order to move toward specific company objectives. The result is the formation of team and group projects. When a company forms these teams, members of the group may behave in specific ways, playing individual parts. This is normal, but management must pay attention to team roles and responsibilities to ensure the team works effectively.

Role Fulfillment and Definition

When managers assign people to a team to work on a group project, all the people on the team adopt specific roles. This is significant because the roles members of the team adopt influence how team members interact. People can take on specific roles by volunteering. Sometimes others within the group appoint one team member to serve a specific role. In some situations, managers may assign the roles to the team members.

Role Examples

Various models exist regarding the specific roles that emerge in groups and what responsibilities each role has. For example, a model shown on the New York State Governor's Office of Employee Relations website identifies five major roles. These include team leaders, facilitators, recorders, timekeepers and team members. Under this model, team leaders move others to accomplish tasks, while facilitators show group members how they can logistically meet objectives. Recorders keep documentation about the group's work, while timekeepers monitor how much time the group spends on specific tasks and helps develop a schedule. Team members are everyone else, contributing based on specific skills and fulfilling duties as assigned. In a model by Dr. Meredith Belbin, there are nine distinct roles in a team. Shapers challenge the group to improve, while implementers turn ideas into practical plans. Completer-finishers check that everything actually is done as desired, reviewing the work of others. Coordinators are the equivalent of the NYSGER's team leader. Team workers support each other and keep everyone working together, while resource investigators look into the options the group has. Plants provide ideas, monitors analyze ideas from plants, and specialists contribute advanced knowledge.

Significance

Knowing the roles present in a team and how each role functions within the group is significant because it allows managers to balance out the team. For example, if a manager has three very extrovert workers who all like to lead, he can assign those three individuals to three separate groups so that the leaders do not compete with each other and create conflict in one group. When roles are clear, task assignment also becomes easier, and ultimately, the group becomes more efficient.

Considerations

People are multifaceted. They have multiple talents and even different sides of their personalities. Additionally, individual dynamics can vary in each group. Subsequently, workers can take on different roles in different groups, and managers should not assume that the same worker will behave the same way for every project. For example, if Worker One feels subordinate to Worker Two, Worker One might abdicate leadership responsibility to Worker Two. If Worker Two leaves the group, however, Worker One might become the leader. For this reason, assigning roles sometimes is a good idea, as it gives workers a chance to develop all the parts they can play on a team.

About the Author

Wanda Thibodeaux is a freelance writer and editor based in Eagan, Minn. She has been published in both print and Web publications and has written on everything from fly fishing to parenting. She currently works through her business website, Takingdictation.com, which functions globally and welcomes new clients.

Photo Credits

Hemera Technologies/PhotoObjects.net/Getty Images

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Team Roles & Responsibilities for Group Projects

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Businesses sometimes need workers to collaborate in order to move toward specific company objectives. The result is the formation of team and group projects. When a company forms these teams, members of the group may behave in specific ways, playing individual parts.

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In most areas, there are a number of ways to pay your taxes. While income taxes on employees are usually paid via payroll deduction, other types of taxes require payment directly from the taxpayer. Here are some tips on how to pay your...

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https://www.cmu.edu/teaching/designteach/teach/instructionalstrategies/groupprojects/assess.html

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GUIDELINES FOR PLANNING A GROUP PRESENTATION
While every group (and every project for that matter) is unique, certain tasks seem to present themselves no matter what the particular group's assigned project is.

The following group project task list offers a suggested order for approaching a project. It's certainly possible to do these steps in a different order if you wish. But taking the time to accomplish each step will help you produce better work.

It's also likely that you'll have to go back and forth between steps. In other words, your group may decide that it needs to repeat one or more of these steps in order to correct deficiencies that become apparent after the group thinks that it has "finished" one part of its preparation.

GROUP PROJECT TASK LIST

STEP #1: ORIENTATION
Group members need to learn who everyone is- exchange names, phone numbers, addresses, etc. and keep a record of this information.
Discuss what the group is expected to do - don't assume that the requirements of the group project are clear to everyone. More often than not, people are not always sure about what the group is expected to do.

STEP #2: DIVISION OF LABOR
Divide the project up into a series of smaller steps or parts.
Put the parts of the project into a time sequence - in what order must each step or part of the project be done?
Agree on a time table - when must each part of the project be finished?
Agree on who is responsible for each part of the project.
Agree on what each person must PRODUCE for their part of the project by the agreed upon deadline. BE SPECIFIC - everyone in the group must agree to turn in something tangible to the group at a stated time.
Agree about what to do if people in the group "get behind" and won't be able to meet a deadline.
Agree upon a schedule of meetings - most groups think all they need to do is divide up the work, meet five minutes before the presentation, and "whip it together." You can do it this way, but the approach rarely works!

STEP #3. ASSESSMENT Use some of your group meetings to review what members have accomplished up to that point.
Have group members provide feedback about each other's work - is the material provided by the member what the group needs, is something missing, what else needs to be done?
Set new expectations and deadlines as appropriate - group's usually discover as the project moves along that the original time table and division of group member responsibilities needs to be modified. Take the time to do that so that the work doesn't all pile up at the end.
Pay attention to possible gaps in the group's work - are there important topics or tasks that the group is overlooking?

STEP #4. PRESENTATION PLANNING Once the research on the project is fairly far along, the group needs to turn its attention to the question of HOW to orally present the material the group gathered. MANY GROUPS MAKE THE MISTAKE OF WANTING TO TALK ABOUT THE PLAN FOR THE PRESENTATION TOO SOON. Wait until the group has a pretty good idea of what they'll be talking about.
Decide on a presentation format
Determine who will serve as the presentation moderator
Decide on audio/visual aids for the presentation
Make decisions about physical arrangements for the presentation
Practice
Work to improve delivery skills of group members

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GUIDELINES FOR PLANNING A GROUP PRESENTATION While every group (and every project for that matter) is unique, certain tasks seem to present themselves no matter what the particular group's assigned project is. The following group project task list offers a suggested order for approaching a project.

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The Haas, Jr. Fund recently convened two groups of grantees working on immigrant and LGBT rights in California. In the course of the conversations, leaders reflected on a range of tough challenges their organizations are facing in today's charged political environment.

Considering that these social change groups are pressing hard to rapidly develop new advocacy campaigns, defensive strategies, and critical services for vulnerable communities, their urgent appeals for more unrestricted general operating support from funders came as no surprise. Less expected was that leaders also asked for targeted support to upgrade their capacity, infrastructure and systems so they can keep pace with the surge in activity and need.

For example, one ED said she has staff members who used to manage two people and who now need management training because they are overseeing teams of 10 or more. Other leaders talked about a surge in people offering time and money, but said they don't have systems in place to effectively manage new donors and volunteers, let alone use the current moment as a way to build longer-term power and financial resilience.

Hearing from these leaders underscores the important role funders can play in simultaneously supporting movement capacity and organizational capacity. More specifically, we need to be more attentive to the interplay between the strength and agility of leaders and organizations and the dynamics of their broader movements. This means investing at two levels.

ONE: INVESTING IN THE MOVEMENT ORGANIZATION

First, strong organizations are nearly always critical to strong movements, so investing in leadership and capacity building at the organizational level is essential. This is what the Packard Foundation does through its organizational effectiveness grantmaking, and it's also what we do at the Haas, Jr. Fund through our Flexible Leadership Awards program.

Over the years, we've learned more about the particular leadership and capacity challenges that confront organizations working in movements. Though all nonprofit leaders must balance internal and external demands, today's social change organizations are increasingly working in complex coalitions across issues, such as when an immigrant rights group joins with environmental and economic advocacy groups to advance a broader organizing or advocacy campaign. Executive directors working in multiple tables like these may need targeted support to develop triage and decision-making protocol that can help them prioritize requests on their time. And, with EDs spending more time externally, organizations need resources to develop strong senior teams that can carry more responsibility for internal operations and management.

Similarly, times like these call on boards to work differently. Instead of focusing on what's best for the organization, boards will sometimes have to consider what's best for the movement. For example, sometimes board members might be asked to approaching donors to contribute to an important campaign involving many groups even when that contribution could undermine their own organization's annual gift. Again, this is probably not going to happen without an investment in board development that supports members to learn how to balance organizational and movement needs.

What does this suggest for funders? Unrestricted general operating support is vitally important, but it is not enough. We can't put executive directors in the position of having to make a difficult choice between programs and the needs of their organizations. How can we help ensure that social change organizations have dedicated support to build the leadership and capacity they need to play powerful roles in advancing movements?

TWO: INVESTING IN THE MOVEMENT

It's also important to recognize that some leadership and capacity needs cannot be solved on an organization-by-organization basis; they have to be tackled at the movement level. This work can take a variety of forms. Examples include:

Supporting joint strategies. One approach is to invest in the capacity of movement leaders to co-create a macro game plan and strategic communications and messaging capacity. These are two essential capacities that social movements need to lead the development of the joint muscle and power for change. For example, this is what happened when a coalition of funders made it possible for 22 movement leaders to come together and craft a national game plan to achieve marriage equality state by state.

Building and strengthening networks. Another approach to building movement capacity is to support the conditions that lead to stronger collaboration and networks. A few years ago, for example, the Haas, Jr. Fund joined with Rockwood Leadership Institute to create a fellowship program for emerging leaders in California's immigrant rights movement. The impetus for this year-long, intensive fellowship was not only to help individual participants develop key leadership skills, but also to help them build relationships in ways that could lead to a higher level of cross-movement collaboration.

Identifying gaps in movement leadership. Another fellowship we developed with the Arcus and Gill Foundations was aimed at addressing a gap in movement leadership among LGBT groups. Seeking to bring more people of color to the movement's leadership ranks, the fellowships provide focused leadership development and networking support for people of color working in management positions at LGBT groups.

Helping leaders with challenges unique to their movement. Funders can also tailor support to help leaders with challenges that are unique to their movements. For example, the Novo Foundation recognized that many leaders of organizations that combat violence against girls and women, are themselves survivors of assault or abuse. So NOVO's Move to End Violence initiative helps these leaders learn ways of dealing with trauma and self-care so they develop the resilience and capacity to assume more movement leadership.

It should not be a luxury for nonprofit leaders to find support to sustain themselves in the face of fierce opposition or to lead within their organizations and across movements. And it should not be a luxury for nonprofits working in movements to secure targeted support to build their capacity in core areas from getting strong boards in place to raising the resources to sustain their critical work.

Especially right now, with so much at stake for the social change movements that so many foundations support, we would be smart to listen to these leaders about what they really need-and to work as hard as we can to help their organizations and their movements succeed.

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What Does It Take to Support Leadership and Effectiveness in Movements? | Evelyn and Walter Haas, Jr. Fund

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Investing In The Movement Organization and The Movement - With so much at stake for the social change movements, Senior Director, Linda Wood writes about how we must listen to leaders about what they really need-and to work as hard as we can to help their organizations and their movements succeed.

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According to Research by asaecenter, leadership style is the way a person uses power to lead other people. Research has identified a variety of leadership styles based on the number of followers. The most appropriate leadership style depends on the function of the leader, the followers and the situation.

Some leaders cannot work comfortably with a high degree of followers' participation in decision making. Some employers lack the ability or the desire to assume responsibility. Furthermore, the specific situation helps determine the most effective style of interactions. Sometimes leaders must handle problems that require immediate solutions without consulting followers.

What are Different Leadership Styles?

We have covered 12 different types of ways people tend to lead organizations or other people. Not all of these styles would deem fit for all kind of situations, you can read them through to see which one fits right to your company or situation.

1. Autocratic Leadership

Autocratic leadership style is centered on the boss. In this leadership the leader holds all authority and responsibility. In this leadership, leaders make decisions on their own without consulting subordinates. They reach decisions, communicate them to subordinates and expect prompt implementation. Autocratic work environment does normally have little or no flexibility.

In this kind of leadership, guidelines, procedures and policies are all natural additions of an autocratic leader. Statistically, there are very few situations that can actually support autocratic leadership.

Some of the leaders that support this kind of leadership include: Albert J Dunlap (Sunbeam Corporation) and Donald Trump (Trump Organization) among others.

2. Democratic Leadership

In this leadership style, subordinates are involved in making decisions. Unlike autocratic, this headship is centered on subordinates' contributions. The democratic leader holds final responsibility, but he or she is known to delegate authority to other people, who determine work projects.

The most unique feature of this leadership is that communication is active upward and downward. With respect to statistics, democratic leadership is one of the most preferred leadership, and it entails the following: fairness, competence, creativity, courage, intelligence and honesty.

3. Strategic Leadership Style

Strategic leadership is one that involves a leader who is essentially the head of an organization. The strategic leader is not limited to those at the top of the organization. It is geared to a wider audience at all levels who want to create a high performance life, team or organization.

The strategic leader fills the gap between the need for new possibility and the need for practicality by providing a prescriptive set of habits. An effective strategic leadership delivers the goods in terms of what an organization naturally expects from its leadership in times of change. 55% of this leadership normally involves strategic thinking.

4. Transformational Leadership

Unlike other leadership styles, transformational leadership is all about initiating change in organizations, groups, oneself and others.

Transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. They set more challenging expectations and typically achieve higher performance.

Statistically, transformational leadership tends to have more committed and satisfied followers. This is mainly so because transformational leaders empower followers.

5. Team Leadership

Team leadership involves the creation of a vivid picture of its future, where it is heading and what it will stand for. The vision inspires and provides a strong sense of purpose and direction.

Team leadership is about working with the hearts and minds of all those involved. It also recognizes that teamwork may not always involve trusting cooperative relationships. The most challenging aspect of this leadership is whether or not it will succeed. According to Harvard Business Review, team leadership may fail because of poor leadership qualities.

6. Cross-Cultural Leadership

This form of leadership normally exists where there are various cultures in the society. This leadership has also industrialized as a way to recognize front runners who work in the contemporary globalized market.

Organizations, particularly international ones require leaders who can effectively adjust their leadership to work in different environs. Most of the leaderships observed in the United States are cross-cultural because of the different cultures that live and work there.

7. Facilitative Leadership

Facilitative leadership is too dependent on measurements and outcomes - not a skill, although it takes much skill to master. The effectiveness of a group is directly related to the efficacy of its process. If the group is high functioning, the facilitative leader uses a light hand on the process.

On the other hand, if the group is low functioning, the facilitative leader will be more directives in helping the group run its process. An effective facilitative leadership involves monitoring of group dynamics, offering process suggestions and interventions to help the group stay on track.

8. Laissez-faire Leadership

Laissez-faire leadership gives authority to employees. According to azcentral, departments or subordinates are allowed to work as they choose with minimal or no interference. According to research, this kind of leadership has been consistently found to be the least satisfying and least effective management style.

9. Transactional Leadership

This is a leadership that maintains or continues the status quo. It is also the leadership that involves an exchange process, whereby followers get immediate, tangible rewards for carrying out the leader's orders. Transactional leadership can sound rather basic, with its focus on exchange.

Being clear, focusing on expectations, giving feedback are all important leadership skills. According to Boundless.com, transactional leadership behaviors can include: clarifying what is expected of followers' performance; explaining how to meet such expectations; and allocating rewards that are contingent on meeting objectives.

10. Coaching Leadership

Coaching leadership involves teaching and supervising followers. A coaching leader is highly operational in setting where results/ performance require improvement. Basically, in this kind of leadership, followers are helped to improve their skills. Coaching leadership does the following: motivates followers, inspires followers and encourages followers.

11. Charismatic Leadership

In this leadership, the charismatic leader manifests his or her revolutionary power. Charisma does not mean sheer behavioral change. It actually involves a transformation of followers' values and beliefs.

Therefore, this distinguishes a charismatic leader from a simply populist leader who may affect attitudes towards specific objects, but who is not prepared as the charismatic leader is, to transform the underlying normative orientation that structures specific attitudes.

12. Visionary Leadership

This form of leadership involves leaders who recognize that the methods, steps and processes of leadership are all obtained with and through people. Most great and successful leaders have the aspects of vision in them.

However, those who are highly visionary are the ones considered to be exhibiting visionary leadership. Outstanding leaders will always transform their visions into realities.

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According to Research by asaecenter, leadership style is the way a person uses power to lead other people. Research has identified a variety of leadership styles based on the number of followers. The most appropriate leadership style depends on the function of the leader, the followers and the situation.

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https://www.merriam-webster.com/dictionary/felony

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ˌmisdəˈmēnər/

noun

1. a minor wrongdoing.

1. "the player can expect a lengthy suspension for his latest misdemeanor"

2. synonyms: | wrongdoing, evil deed, crime, felony; More

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əˌTHôrəˈterēən/

adjective

1. 1.

2. favoring or enforcing strict obedience to authority, especially that of the government, at the expense of personal freedom.

1. "the transition from an authoritarian to a democratic regime"

2. synonyms: