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Leaders
Kinds of Leaders Terms modified by Leaders Selected AbstractsTHE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER,MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEMPERSONNEL PSYCHOLOGY, Issue 4 2008TOMOKI SEKIGUCHI Although job embeddedness was originally conceptualized to explain job stability or "why people stay" in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader,member exchange (LMX), organization-based self-esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3-way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed. [source] HAPPINESS WITH A LONG PIECE OF BLACK LEADER: CHRIS MARKER'S SANS SOLEILART HISTORY, Issue 5 2007CAROL MAVOR Chris Marker, best known for his 1962 film, La Jetée, released Sans Soleil in 1982. Sans Soleil migrates quickly between places, time spans and a continual collectomania of images by Marker and other cameramen. Sans Soleil's image repertoire is as fleeting as Marcel Proust's famous, evasive nibble of the scallop-shell shaped madeleine cake. This essay explores Marker's interest in the profoundness of Proustian memory. As Marker claims in his ,sunless' film: ,I will have spent my life trying to understand the function of remembering, which is not the opposite of forgetting, but rather its lining. We do not remember, we rewrite memory much as history is rewritten.' [source] THINK AGAIN: WHAT MAKES A LEADER?BUSINESS STRATEGY REVIEW, Issue 3 2010Rob Goffee Leadership cannot be faked, say Rob Goffee and Gareth Jones. All the self-help books in the world won't make you a leader , but there are four characteristics you must have. [source] CORPORATE CITIZENSHIP AND URBAN PROBLEM SOLVING: THE CHANGING CIVIC ROLE OF BUSINESS LEADERS IN AMERICAN CITIESJOURNAL OF URBAN AFFAIRS, Issue 1 2010ROYCE HANSON ABSTRACT:,Our concern in this article is corporate civic elite organizations and their role in social production and urban policy in the United States. Recent urban literature has suggested that the power and influence of CEO organizations has declined and that there has been some disengagement of corporate elites from civic efforts in many urban areas. Yet while these trends and their likely consequences are generally acknowledged, relatively little empirical research has been conducted on the nature and extent of the shifts in corporate civic leadership and on how these shifts have affected the civic agendas of central cities and metropolitan regions. In this study we obtain data from 19 large metropolitan areas in order to more systematically examine shifts in corporate civic leadership and their consequences. Our results suggest that the institutional autonomy, time, and personal connections to the central cities of many CEOs have diminished and that the civic organizations though which CEOs work appear to have experienced lowered capacity for sustained action. These trends suggest that while many CEOs and their firms will continue to commit their time and their firms' slack resources to civic enterprises, the problems they address will differ from those tackled in the past. We discuss the important implications these shifts have for the future of corporate civic engagement in urban problem solving and for the practice of urban governance. [source] THE UNPAID LEADERS OF FRENCH VOLUNTARY ASSOCIATIONSANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 1 2010Lionel Prouteau ABSTRACT,:,This paper focuses on the voluntary workers who take on responsibilities in French voluntary associations. First, drawing on a national association survey, we contrast the characteristics of leadership volunteers, especially chairpersons, with those of the French population as a whole. We show that leaders are very different from the overall population even if these differences seem to diminish for organizations created more recently. Second, from a national household survey, we compare board members with other members of associations. Among other results, we find that the former are more rooted in their local environment and they participate more frequently in several associations. They are driven by more activist motives than are the other members. They give more time to their associations and they use more skills in their voluntary tasks than do the other volunteers. [source] Political therapy: an encounter with Dr John Alderdice, psychotherapist, political leader and peer of the realmINTERNATIONAL JOURNAL OF APPLIED PSYCHOANALYTIC STUDIES, Issue 2 2009Graham Little Abstract This paper comprises an encounter by the author in 1992 with the distinguished Northern Ireland psychotherapist and political leader, The Lord Alderdice of Knock. Born in Northern Ireland in 1955, John Alderdice graduated in Medicine in 1978, and qualified as a member of the Royal College of Psychiatrists in 1983, followed by higher specialist training in Psychoanalytic Psychotherapy. Alderdice joined the Northern Ireland Alliance Party in 1978, and in 1987 was elected Party Leader. Raised to the peerage as Baron Alderdice in 1996, he was one of the key negotiators of the Good Friday Agreement signed in 1998. This 1997 paper includes the author's interview with Alderdice, together with his observations on Alderdice's two-handed psychoanalytic and political practice, his "political therapy". Drawing upon the author's roots as a Belfast-born Australian, the paper reflects on the possibilities of Alderdice's applied psychoanalysis , of politics "off the couch". Copyright © 2009 John Wiley & Sons, Ltd. [source] Interview with a Quality Leader: Dr. Ashish JhaJOURNAL FOR HEALTHCARE QUALITY, Issue 5 2010Kevin C. Park Abstract: Dr. Jha is an Associate Professor of Medicine at Harvard Medical School. The major themes of his research are: 1. Quality of care provided by healthcare systems, with a focus on healthcare disparities as a marker of poor care. 2. Information technology among other tools as potential solutions for reducing medical errors and disparities while improving overall quality. 3. Organizations that provide care for minorities and underserved populations and the role clinical information systems can play in improving their care. [source] Interview with a Quality Leader: Dale W. Bratzler, DO, MPH on Performance MeasuresJOURNAL FOR HEALTHCARE QUALITY, Issue 2 2010Jason Trevor Fogg Abstract: Dale Bratzler, DO, MPH, currently serves as the President and CEO of the Oklahoma Foundation for Medical Quality (OFMQ). In addition, he provides support as the Medical Director of the Patient Safety Quality Improvement Organization Support Center at OFMQ. In these roles, he provides clinical and technical support for local and national hospital quality improvement initiatives. He is a Past President of the American Health Quality Association and a recent member of the National Advisory Council for the Agency for Healthcare Research and Quality. Dr. Bratzler has published extensively and frequently presents locally and nationally on topics related to healthcare quality, particularly associated with improving care for pneumonia, increasing vaccination rates, and reducing surgical complications. He received his Doctor of Osteopathic Medicine degree at the Kansas City University of Medicine and Biosciences, and his Master of Public Health degree from the University of Oklahoma Health Sciences Center College of Public Health. Dr. Bratzler is board certified in internal medicine. [source] Interview with a Quality Leader: Paul Gluck, Immediate Past Chair, National Patient Safety FoundationJOURNAL FOR HEALTHCARE QUALITY, Issue 5 2009Pamela K. Scarrow Interviewer Abstract: Dr. Paul Gluck, MD, FACOG, has held many leadership positions. He served as the president/chair of the William A. Little OB/GYN Society, the Miami OB/GYN Society, the Florida OB/GYN Society, the Baptist Health Foundation, the Health Council of south Florida, the Florida Section of the American College of OB/GYN (ACOG), National Patient Safety Foundation, as well as the Dade County Medical Association. He is currently ACOG assistant secretary and serves on their Executive Committee. Dr. Gluck has an interest in access to healthcare. For his work in establishing a prenatal clinic in an area of critical need he received ACOG president's Service Award and Humanitarian of the Year Award from the South Florida Perinatal Network. He led the Florida initiative to promote depression screening and treatment in women recognized by the Wyeth National Section Award. He co-chaired the Governance Committee of the Mayor's Task Force charged with solving the problem of providing care for the over 450,000 uninsured residents of Miami-Dade County. [source] Interview with a Quality Leader: Joel T. Allison on Healthcare Technology and Quality CareJOURNAL FOR HEALTHCARE QUALITY, Issue 4 2009Marie St. Rose Interviewer In this article, Joel T. Allison shares his knowledge, experiences, and best practices on healthcare technology and quality care. [source] Interview with a Quality Leader: Paul Uhlig on Transforming HealthcareJOURNAL FOR HEALTHCARE QUALITY, Issue 3 2009Jason Trevor Fogg In 2002 Dr. Uhlig and the cardiac surgery team he led at Concord Hospital, Concord, NH, received the John M. Eisenberg Patient Safety Award from the National Quality Forum and the Joint Commission. Dr. Uhlig has received international recognition for research concerning patient safety, teamwork, and healthcare culture, including a 2007,2008 King James IV Professorship of the Royal College of Surgeons of Edinburgh, Scotland. [source] Interview with a Quality Leader,Karen Davis, Executive Director of The Commonwealth FundJOURNAL FOR HEALTHCARE QUALITY, Issue 2 2009Lecia A. Albright Dr. Davis is a nationally recognized economist, with a distinguished career in public policy and research. Before joining the Fund, she served as chairman of the Department of Health Policy and Management at The Johns Hopkins School of Public Health, where she also held an appointment as professor of economics. She served as deputy assistant secretary for health policy in the Department of Health and Human Services from 1977 to 1980, and was the first woman to head a U.S. Public Health Service agency. Before her government career, Ms. Davis was a senior fellow at the Brookings Institution in Washington, DC; a visiting lecturer at Harvard University; and an assistant professor of economics at Rice University. A native of Oklahoma, she received her PhD in economics from Rice University, which recognized her achievements with a Distinguished Alumna Award in 1991. Ms. Davis is the recipient of the 2000 Baxter-Allegiance Foundation Prize for Health Services Research. In the spring of 2001, Ms. Davis received an honorary doctorate in human letters from John Hopkins University. In 2006, she was selected for the Academy Health Distinguished Investigator Award for significant and lasting contributions to the field of health services research in addition to the Picker Award for Excellence in the Advancement of Patient Centered Care. Ms. Davis has published a number of significant books, monographs, and articles on health and social policy issues, including the landmark books HealthCare Cost Containment, Medicare Policy, National Health Insurance: Benefits, Costs, and Consequences, and Health and the War on Poverty. She serves on the Board of Visitors of Columbia University, School of Nursing, and is on the Board of Directors of the Geisinger Health System. She was elected to the Institute of Medicine (IOM) in 1975; has served two terms on the IOM governing Council (1986,90 and 1997,2000); was a member of the IOM Committee on Redesigning Health Insurance Benefits, Payment and Performance Improvement Programs; and was awarded the Adam Yarmolinsky medal in 2007 for her contributions to the mission of the Institute of Medicine. She is a past president of the Academy Health (formerly AHSRHP) and an Academy Health distinguished fellow, a member of the Kaiser Commission on Medicaid and the Uninsured, and a former member of the Agency for Healthcare Quality and Research National Advisory Committee. She also serves on the Panel of Health Advisors for the Congressional Budget Office. [source] Dispositional and Situational Moderators of the Relationship Between Leader,Member Exchange and Work TensionJOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 7 2007Robyn Brouer This paper examines the relationship between leader,member exchange (LMX) and experienced work tension. The dispositional moderators of positive affectivity (PA) and negative affectivity (NA) and the situational moderator of frequency of interaction with the supervisor are included. We tested these relationships in a sample of 537 employees from various organizations. Specifically, we found that high NA coupled with high LMX produced the highest levels of work tension. Additionally, low frequency of interaction with the supervisor coupled with high LMX produced the highest levels of work tension. Finally, we found that the lowest levels of work tension were reported when individuals had high PA, high LMX, and high frequency of interaction with their supervisors. [source] Becoming A Leader In A Complex OrganizationJOURNAL OF MANAGEMENT STUDIES, Issue 8 2000Jean-Louis Denis For a new leader, the process of entering and establishing a position of leadership in a complex organization presents a major challenge. This challenge seems particularly acute when authority, goals and technology are ambiguous, as in many professional service organizations. In this paper, we integrate ideas from the literature on socialization and role theory as well as that on executive succession processes to view new leader integration as a mutual adjustment process between two trajectories , that of the organization and that of the new leader. It is argued that this may lead to four possible types of integration outcomes: assimilation, transformation, accommodation and parallelism. Drawing on a case study of a large hospital, the paper identifies several mechanisms that can be mobilized by the new leader to enhance his or her room for man,uvre as the integration process evolves. The mechanisms can be classified as collaborative or affirmative, with each type having different risks and advantages. The case analysis further reveals that leader integration processes may be differentiated between different activity domains, dynamic over time (as the use of one type of integration approach alters the potential for another later), and interactive across different activity domains (as events in one part of the organization have consequences for those occurring in another). [source] Differential effects of strain on two forms of work performance: individual employee sales and creativityJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 1 2002Linn Van Dyne In this research, we develop and test a model of the links between psychological strain (subjective experiences of feeling conflict and tension) and work performance. Our model includes two types of strain (work strain and home strain) and two forms of work performance (quantity of individual sales performance and creativity). Thus we acknowledge the importance of work and non-work sources of strain as well as the multidimensional nature of work performance. We test the proposed relationships with data collected over six months from a field sample of 195 hair salon stylists (personal service workers who interact directly with customers and provide services directly to individuals and not to other firms). Results demonstrate a positive relation between work strain and individual employee sales performance and a negative relation between home strain and employee creativity at work. Leader,member exchange moderated the effects of work strain and home strain on creativity. We discuss findings and implications, emphasizing multiple roles, the importance of differentiating types of strain, and the multidimensionality of work performance. We conclude by suggesting that strain may be particularly relevant to work performance of employees in jobs like those in our sample which are characterized by high social interdependence and low task interdependence. Copyright © 2001 John Wiley & Sons, Ltd. [source] Celebrating ten years of Leader to LeaderLEADER TO LEADER, Issue 41 2006Alan R. Shrader [source] The Manager as Political LeaderNATIONAL CIVIC REVIEW, Issue 1 2001John Nalbandian [source] Total Leadership: Be a Better Leader, Have a Richer Life by Stewart FriedmanPERSONNEL PSYCHOLOGY, Issue 4 2008Article first published online: 4 NOV 200 First page of article [source] The Voice of Authority: 10 Communication Strategies Every Leader Needs to Know by Dianna BooherPERSONNEL PSYCHOLOGY, Issue 3 2008Article first published online: 3 SEP 200 No abstract is available for this article. [source] The President as Opposition LeaderPRESIDENTIAL STUDIES QUARTERLY, Issue 2 2000DAVID A. CROCKETT This article explores the nature of presidential opposition leadership. Presidents aligned with a minority party are opposed to the reigning governing philosophy. Such presidents can be considered "opposition leaders," and the nature of the conflict they face differs from that of other presidents. All opposition presidents face roughly the same type of leadership situation,governing in an era in which they do not control the power to define politics. That problem influences the actions of administrations. Studying the presidency in such a political context enables us to break free of the one-size-fits-all model of presidential leadership. Leadership strategies are contingent and context bound. If an opposition leadership strategy can be generalized to all such presidents, the article will demonstrate the need to be more nuanced in our examination of this branch. [source] Lentiviral vectors that carry anti-HIV shRNAs: problems and solutionsTHE JOURNAL OF GENE MEDICINE, Issue 9 2007Olivier ter Brake Abstract Background HIV-1 replication can be inhibited with RNA interference (RNAi) by expression of short hairpin RNA (shRNA) from a lentiviral vector. Because lentiviral vectors are based on HIV-1, viral sequences in the vector system are potential targets for the antiviral shRNAs. Here, we investigated all possible routes by which shRNAs can target the lentiviral vector system. Methods Expression cassettes for validated shRNAs with targets within HIV-1 Leader, Gag-Pol, Tat/Rev and Nef sequences were inserted in the lentiviral vector genome. Third-generation self-inactivating HIV-1-based lentiviral vectors were produced and lentiviral vector capsid production and transduction titer determined. Results RNAi against HIV-1 sequences within the vector backbone results in a reduced transduction titer while capsid production was unaffected. The notable exception is self-targeting of the shRNA encoding sequence, which does not affect transduction titer. This is due to folding of the stable shRNA hairpin structure, which masks the target for the RNAi machinery. Targeting of Gag-Pol mRNA reduces both capsid production and transduction titer, which was improved with a human codon-optimized Gag-Pol construct. When Rev mRNA was targeted, no reduction in capsid production and transduction titer was observed. Conclusions Lentiviral vector titers can be negatively affected when shRNAs against the vector backbone and the Gag-Pol mRNA are expressed during lentiviral vector production. Titer reductions due to targeting of the Gag-Pol mRNA can be avoided with a human codon-optimized Gag-Pol packaging plasmid. The remaining targets in the vector backbone may be modified by point mutations to resist RNAi-mediated degradation during vector production. Copyright © 2007 John Wiley & Sons, Ltd. [source] Considering Space, Politics, and Social Movements: An Interview with João Pedro Stedile, a Leader within Brazil's O Movimento dos Trabalhadores Rurais Sem Terra (the MST)ANTIPODE, Issue 2 2008Jeff Garmany First page of article [source] Transformational Leadership and Employee Well-Being: The Mediating Role of Trust in the Leader and Self-EfficacyAPPLIED PSYCHOLOGY, Issue 3 2010Jiayan Liu Although transformational leadership (TL) is considered a kind of positive leadership, which can elevate followers in the long term, the mechanism of how TL influences employee well-being remains a relatively untouched area. Based on survey data collected from 745 employees from the People's Republic of China (Beijing, n= 297; Hong Kong, n= 448), results revealed that employees' trust in the leader and self-efficacy partially mediated the influence of TL on job satisfaction, and fully mediated the influence of TL on perceived work stress and stress symptoms. Implications of these findings for research and practice are discussed. Bien que le leadership transformationnnel (TL) soit considéré comme une sorte de leadership positif qui peut faire progresser les suiveurs sur le long terme, le mécanisme par lequel TL contribue à leur bien être reste relativement inexploré. Les résultats basés sur des données collectées auprès d'un échantillon de 745 employés de la République Populaire de Chine (Beijin, n = 297; Hong Kong, n = 448), montrent que la confiance des suiveurs dans le leader et l'auto-efficacité sont en partie dus à l'influence du TL sur la satisfaction au travail et sont entièrement dus à l'influence du TL sur le stress perçu au travail et les symptômes de stress. Les implications de ces résultats pour la recherche et la pratique sont discutées. [source] Receiving: The Use of Web 2.0 to Create a Dynamic Learning Forum to Enrich Resident EducationACADEMIC EMERGENCY MEDICINE, Issue 2009Adam Rosh Receiving (http://www.drhem.com) is a powerful web-based tool that encompasses web 2.0 technologies. "Web 2.0" is a term used to describe a group of loosely related network technologies that share a user-focused approach to design and functionality. It has a strong bias towards user content creation, syndication, and collaboration (McGee 2008). The use of Web 2.0 technology is rapidly being integrated into undergraduate and graduate education, which dramatically influences the ways learners approach and use information (Sandars 2007). Knowledge transfer has become a two-way process. Users no longer simply consume and download information from the web; they create and interact with it. We created this blog to facilitate resident education, communication, and productivity. Using simple, freely available blog software (Wordpress.com), this inter-disciplinary web-based forum integrates faculty-created, case-based learning modules with critical essays and articles related to the practice of emergency medicine (EM). Didactic topics are based on the EM model and include multi-media case presentations. The educational modules include a visual diagnosis section (VizD), United States Medical Licensing Examination (USMLE) board-style cases (quizzER), radiographic interpretation (radER), electrocardiogram interpretation (Tracings), and ultrasound image and video clip interpretation (Morrison's Pouch). After viewing each case, residents can submit their answers to the questions asked in each scenario. At the end of each week, a faculty member posts the answer and facilitates an online discussion of the case. A "Top 10 Leader Board" is updated weekly to reflect resident participation and display a running tally of correct answers submitted by the residents. Feedback by the residents has been very positive. In addition to the weekly interactive cases, Receiving also includes critical essays and articles on an array of topics related to EM. For example, "Law and Medicine" is a monthly essay written by an emergency physician who is also a lawyer. This module explores legal issues related to EM. "The Meeting Room" presents interviews with leading scholars in the field. "Got Public Health?", written by a resident, addresses relevant social, cultural, and political issues commonly encountered in the emergency department. "Mini Me" is dedicated to pediatric pearls and is overseen by a pediatric emergency physician. "Sherwin's Critical Care" focuses on critical care principles relevant to EM and is overseen by a faculty member. As in the didactic portion of the website, residents and faculty members are encouraged to comment on these essays and articles, offering their own expertise and interpretation on the various topics. Receiving is updated weekly. Every post has its own URL and tags allowing for quick and easy searchability and archiving. Users can search for various topics by using a built-in search feature. Receiving is linked to an RSS (Really Simple Syndication) feed, allowing users to get the latest information without having to continually check the website for updates. Residents have access to the website anytime and anywhere that the internet is available (e.g., home computer, hospital computer, IphoneÔ, BlackBerryÔ), bringing the classroom to them. This unique blend of topics and the ability to create a virtual interactive community creates a dynamic learning environment and directly enhances resident education. Receiving serves as a core educational tool for our residency, presenting interesting and relevant EM information in a collaborative and instructional environment. [source] The Duke Prostate Center Is a Leader in Outcomes ResearchBJU INTERNATIONAL, Issue 4 2010An interview with Judd W Moul First page of article [source] Investigating the Moderating Effects of Leader,Member Exchange in the Psychological Contract Breach,Employee Performance Relationship: A Test of Two Competing PerspectivesBRITISH JOURNAL OF MANAGEMENT, Issue 2 2010Simon Lloyd D. Restubog Leader,member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high-quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross-sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in-role performance under conditions of high LMX. Implications of these results and future research directions are discussed. [source] How Attitudes of Leaders May Enhance Organizational Creativity: Evidence from a Chinese StudyCREATIVITY AND INNOVATION MANAGEMENT, Issue 3 2007Karen Yuan Wang It has been argued that a key factor in the development of competitive advantage is the provision of an environment that encourages employees to be creative. Leaders play a crucial role in cultivating an environment that encourages subordinates to be creative. Based on a survey of 219 managers in privately owned enterprises in China, this study investigates how trust in subordinates in terms of their reliability and their loyalty to the leader is related to leaders encouraging subordinates to be creative. The findings reveal positive relationships between these two types of trust in subordinates and leaders encouraging subordinates to be creative. The findings also reveal that attitude to formalization moderated the relationship between trust in subordinates and encouraging them to be creative. [source] The Climate for Transformation: Lessons for LeadersCREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2007Scott G. Isaksen This article reports insights for organizational leaders based on a series of case studies describing the use of the Situational Outlook Questionnaire as a tool to assist them with their transformation efforts. Leaders often assert the need to change their organizational cultures. This article seeks to clarify and differentiate culture from climate, and then focus on what leaders can do to transform their climate by applying a deliberate assessment tool. As the case studies illustrate, making organizational transformation happen is best approached through a systemic or ecological approach. This approach includes considering the people involved, the methods deployed, the desired outcome of the change as well as the context within which the transformation occurs. The broadest concept within this framework is context, which includes both culture and climate, among other things. Since context is key to initiating and sustaining transformation, emphasis on the leader's role in climate creation will be provided. [source] Creative Leaders: A Decade of Contributions from Creativity and Innovation Management JournalCREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2006Tudor Rickards The study reveals nine overlapping themes, within each of which leadership plays a part in the production of creative insights or innovative productivity. However, for many authors, leadership remains an implicit factor within their models of change. We suggest that leadership, creativity and innovation are knowledge systems which can be more closely integrated for improved theory and practice within communities of practice. [source] Leaders and laggards, on the way down and upECONOMIC OUTLOOK, Issue 4 2009Article first published online: 28 OCT 200 First page of article [source] | |||||||||||||||||||||||||||||||||||||||||||