DOCSLIB.ORG

THE EFFECTS of POLITICAL CULTURE of FEAR on STUDENT PERCEPTIONS of LEADERSHIP in STUDENT-FACULTY RELATIONSHIPS Amin Mohamed Clemson University, [email protected]

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
THE EFFECTS of POLITICAL CULTURE of FEAR on STUDENT PERCEPTIONS of LEADERSHIP in STUDENT-FACULTY RELATIONSHIPS Amin Mohamed Clemson University, Amohame@G.Clemson.Edu Clemson University TigerPrints All Dissertations Dissertations 8-2013 THE EFFECTS OF POLITICAL CULTURE OF FEAR ON STUDENT PERCEPTIONS OF LEADERSHIP IN STUDENT-FACULTY RELATIONSHIPS Amin Mohamed Clemson University, [email protected] Follow this and additional works at: https://tigerprints.clemson.edu/all_dissertations Part of the Educational Leadership Commons Recommended Citation Mohamed, Amin, "THE EFFECTS OF POLITICAL CULTURE OF FEAR ON STUDENT PERCEPTIONS OF LEADERSHIP IN STUDENT-FACULTY RELATIONSHIPS" (2013). All Dissertations. 1139. https://tigerprints.clemson.edu/all_dissertations/1139 This Dissertation is brought to you for free and open access by the Dissertations at TigerPrints. It has been accepted for inclusion in All Dissertations by an authorized administrator of TigerPrints. For more information, please contact [email protected]. THE EFFECTS OF POLITICAL CULTURE OF FEAR ON STUDENT PERCEPTIONS OF LEADERSHIP IN STUDENT-FACULTY RELATIONSHIPS ________________________________________________________________________ A Dissertation Presented to the Graduate School of Clemson University ________________________________________________________________________ In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy Education Leadership ______________________________________________________________________ by Amin Marei Mosa Mohamed August 2013 ________________________________________________________________________ Accepted by: Dr. Russ Marion, Committee Chair Dr. Leslie Gonzales Dr. Curtis Brewer Dr. Thomas Zagenczyk ABSTRACT The purpose of this study was to analyze the effects of a political culture of fear and power distance on student perceptions regarding the leader-member exchange theory (LMX) relationship with faculty, and their perceptions of nature of leadership in Libyan business schools. 650 Faculty members and students from business school in seven Libyan Universities were invited to participate in this study. The final number of participants that were accepted was 314. A survey was used to measure the relationship between faculty members and students, leadership style, culture of fear, and power distance. Different kinds of analysis were used to answer the study hypothesis. The analysis was conducted using SPSS software to conduct exploratory factor analyses (EFA) and t-tests. Amos software was used to conduct confirmatory factor analyses (CFA) and structural equation modeling (SEM). Results of SEM show that power distance negatively affects all LMX factors. Power distance directly and indirectly affects five of the leadership dimensions. It negatively affects Autocratic, Negative-charismatic, and Self-protective and positively affects Charismatic, Consciousness, and Humane Orientation. Culture of fear factors Force and Fealty/Finance directly affect the LMX factor Professional Respect. Culture of fear factors impact negatively and positively all leadership dimensions. The effects of LMX factors Professional Respect, Affect, and Contribution on leadership dimensions Charismatic, Self-protective, Ill-tempered, Autocratic, and Humane Orientation are largely direct. ii DEDICATION To my parents “My Lord bestow on them thy Mercy even as they cherished me in childhood” (Quran 17:24), my wife Zahya, and my children Mohamed, Moaed, Mohaned, and Danya. iii TABLE OF CONTENTS Page TITLE PAGE .................................................................................................................... i ABSTRACT ..................................................................................................................... ii DEDICATION ................................................................................................................ iii LIST OF TABLES .......................................................................................................... vi LIST OF FIGURES ...................................................................................................... viii CHAPTER I. INTRODUCTION ...................................................................................... 1 Problem Statement ............................................................................. 5 Purpose of the Study .......................................................................... 6 Research Question ............................................................................. 6 Theoretical Framework and Perspectives .......................................... 6 Research Method ............................................................................... 9 Significance of the Study ................................................................. 11 Limitations ....................................................................................... 12 Organization of the Study ................................................................ 12 II. LITERATURE REVIEW ......................................................................... 13 History of Education in Libya.......................................................... 14 Faculty Members and Students Relationship ................................... 17 Leader-Member Exchange Theory (LMX) ...................................... 18 Perceptions of Leadership ................................................................ 24 Culture of Fear ................................................................................. 25 Impact of Fear on Leadership and LMX .......................................... 29 Power Distance ................................................................................ 31 Summary .......................................................................................... 33 III. METHODOLOGY ................................................................................... 34 Selection of Participants .................................................................. 34 Instrumentation ................................................................................ 35 Data Collection ................................................................................ 37 iv Table of Contents (Continued) Page Data Analysis ................................................................................... 39 Summary .......................................................................................... 42 IV. RESULTS AND IMPLICATIONS .......................................................... 43 Pilot Study ........................................................................................ 43 Data Analysis ................................................................................... 47 Summary .......................................................................................... 91 V. SUMMARY, DISCUSSION, AND CONCLUSIONS ............................. 93 Summary of the Study ..................................................................... 93 Discussion of the Findings ............................................................... 96 Recommendations for Further Research .......................................... 98 Conclusions ...................................................................................... 99 APPENDICES ............................................................................................................. 101 1. English Survey ........................................................................................ 102 2. Retranslation Arabic Survey into English............................................... 119 3. Arabic Survey ......................................................................................... 134 4. Pilot Study: MSA and Communalities of LMX ..................................... 145 5. Pilot Study: MSA and Communalities of Culture of Fear ...................... 146 6. Pilot Study: Pattern Matrix of LMX ....................................................... 147 7. Pilot Study: Pattern Matrix of Culture of Fear........................................ 148 8. MSA and Communalities of LMX ......................................................... 149 9. MSA and Communalities of Leadership................................................. 150 10. MSA and Communalities of Culture of Fear .......................................... 152 REFERENCES ............................................................................................................ 153 v LIST OF TABLES Table Page 3.1 Leadership dimensions in Middle East ............................................................ 41 4.1 Pilot Study Demographic Data (Gender) ......................................................... 44 4.2 Pilot Study Demographic Data (Department) .................................................. 44 4.3 Pilot Study Demographic Data (Faculty Position by Degree) ......................... 45 4.4 Pilot KMO and Bartlett’s Test ......................................................................... 46 4.5 Demographic Data of the Study (Gender) ....................................................... 48 4.6 Demographic Data of the Study (Department) ................................................ 48 4.7 Demographic Data of the Study (Faculty Position by Degree) ....................... 49 4.8 KMO and Bartlett’s Test .................................................................................. 49 4.9 Pattern Matrix of LMX .................................................................................... 50 4.10 Pattern Matrix of Leadership Factors .............................................................. 52 4.11 Leadership Dimension
Load more

Recommended publications
  • Measuring Transformational Leadership in Establishing Nursing Care Excellence
    healthcare Article Measuring Transformational Leadership in Establishing Nursing Care Excellence Sarah E. Moon 1,*, Pieter J. Van Dam 2 and Alex Kitsos 3 1 Australian Institute of Health Service Management, University of Tasmania, Hobart, TAS 7005, Australia 2 School of Medicine, College of Health and Medicine, University of Tasmania, Hobart, TAS 7005, Australia; [email protected] 3 Wicking Dementia Research & Education Centre, University of Tasmania, Hobart, TAS 7005, Australia; [email protected] * Correspondence: [email protected] Received: 21 October 2019; Accepted: 1 November 2019; Published: 4 November 2019 Abstract: Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs at a large health organization comprising hospitals with a wide range of service profiles in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S). One-way of variance (ANOVA) was used to identify statistical significance between respondents’ demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents (n = 78) reported their leadership styles as more transformational, compared to transactional or passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02) and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was generally reported by female (p = 0.04) and younger (p = 0.06) respondents.
    [Show full text]
  • Assessment,The-Determination of Institutional Role, Administrative An
    uuLunznx nzaunn ED 191 540 JC BOO 518 AUTHOR McClenney, Byron N. TITLE Management for Productivity. INSTITUTION American Association of Community and Junior Colleges, Washington, C.C. PUB DATE SO NOTE 126p. AVAILABLE FROM Publication Sales, American Association of. Community andJunior_C011.egg One Dupont Circle, N.W., Suite. 410, Washington, DC 20036 ($5.00) EDES PRICE NFO1 Plus Postage. PC Not Available from ERRS. DESCRIPTORS Accountability: Administrative Organization; Administrators: Budgeting: *College Administration:. *College Planning: *Cotmunity Colleges: Cost EffectivenesS: Leadership Responsibility: Literature Reviews: *Measurement Techniques; Models:. Outcomes of Education: *Productivity: Program Development: Self Evaluation (Groups): State of the Art Reviews: Two Year Colleges ABSTRACT Based on a review of the literature'dealing with mana.!vment in higher education, this five-part monograph examines the concepl:,of educational productivity and explores its applications in Community college administration. Part I presents an operational definiticr for "management," and discusses five components of the nanagement task: planning, _Organizing, directing, coordinating departmental efforts, and controlling. The concepts of'organizational "efficiency" and "effectiveness" are clarified in Part II, and various research efforts undertaken to quantifiably measure - educational productivity are assessed. Parts III and IV concentrate on community College management activities relating to community assessment,the-determination of institutional
    [Show full text]
  • Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance
    International Journal of Innovation and Economic Development Volume 4 ISSN 1849-7020 (Print) Issue 1 ISSN 1849-7551 (Online) April, 2018 Pages 29-43 URL: http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.41.2003 DOI: 10.18775/ijied.1849-7551-7020.2015.41.2003 Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance 1Mohammed Al-Malki, 2Wang Juan 1,2 School of Economics, Central China Normal University, Wuhan, China Abstract: The paper explores the ways to achieve superior job performance and cooperation among employees. The conceptual review suggests that leadership styles have an influence on role conflict and role ambiguity, which in turn impact job performance and cooperation. A questionnaire survey was prepared and conducted on the sample of Saudi Arabia companies’ employees. The data was analysed using SPSS. The quantitative analysis consisted of descriptive statistics calculation, assumption testing, correlation analysis and regression analysis. The findings of the research suggest that role conflict and role ambiguity have a negative influence on increasing job performance. Another finding of the paper shows that increasing job performance positively impacts on job cooperation. Laissez- faire leadership impact on role ambiguity and role conflict is not significant. The findings of the research can be useful for the managers and leaders in terms of explaining the nature of role stressors and how they should be dealt with to increase the productivity of employees. The research paper builds on the theory of leadership and contributes to the leadership - performance body of work. Keywords: Laissez-faire leadership, Role ambiguity, Role conflict, Job performance, Cooperation 1.
    [Show full text]
  • An Exploration of Leadership Styles and Motivation in Egyptian Business Organizations Nady Ahmed El-Zayaty Walden University
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2016 An Exploration of Leadership Styles and Motivation in Egyptian Business Organizations Nady Ahmed El-Zayaty Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Administration, Management, and Operations Commons, Management Sciences and Quantitative Methods Commons, and the Organizational Behavior and Theory Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral dissertation by Nady El-Zayaty has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Robert Levasseur, Committee Chairperson, Management Faculty Dr. Godwin Igein, Committee Member, Management Faculty Dr. David Bouvin, University Reviewer, Management Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2016 Abstract An Exploration of Leadership Styles and Motivation in Egyptian Business Organizations by Nady El-Zayaty MBA, University of Findlay, 2009 BS, American University in Cairo, 2008 BA, American University in Cairo, 2008 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University February 2016 Abstract Leadership styles can have a profound impact on employee motivation and performance. The changing global business landscape has drawn much attention to transformational leadership as an approach that addresses the demands of organizations in this complex environment.
    [Show full text]
  • Model for Leadership Style Evaluation
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE MODEL FOR LEADERSHIP STYLE EVALUATION Jaroslav Gonos * Peter Gallo ** Received: 15. 8. 2013 Professional paper Accepted: 23. 11. 2013 UDC 65.012.4 In the business sector, it is very important to keep pace with changes, which are regularly encountered. The changes are also related to the professional leadership, which needs to ensure that employees do the required work and fulfill business objectives, while, at the other hand, their satisfaction and self-realization should be achieved, as well. In order to achieve these objectives, managers need to approach employees in a proper manner. The main idea of this paper is to present styles of leadership by providing theoretical and practical information and compare styles of leadership used by different business entities. 1. INTRODUCTION In the challenging and constantly changing competitive environment, companies have to react flexibly to changing conditions. In particular, for management positions, they need to hire people who bring the greatest benefit to the company and can manage the company most effectively. Business performance is differently evaluated by each stakeholder: the owner expects return on the investment, employees expect a better quality of working life, the customers want to satisfy their demands for a product at a reasonable price, suppliers and financial institutions want the company to pay its obligations, etc. Managers, therefore, need to know how to effectively manage; they must select the appropriate style of leadership, but particularly make sure the enterprise * Ing. Jaroslav Gonos, PhD., University of Prešov, Faculty of Management, Department of Economic Sciences and Economy,, Slovenská 67, 080 01 Prešov, Slovakia, Phone: +421-51- 777 59 11, E-mail: [email protected] ** Ing.
    [Show full text]
  • The Relationship of Leadership Style to Education Attainment and Leadership Training of Retail Managers in Southwest Ohio
    THE RELATIONSHIP OF LEADERSHIP STYLE TO EDUCATION ATTAINMENT AND LEADERSHIP TRAINING OF RETAIL MANAGERS IN SOUTHWEST OHIO by David Jackson Copyright 2020 A Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Business Administration Franklin University ABSTRACT This study employed a quantitative research design utilizing a survey instrument to gather data related to the leadership style of leaders in the retail industry. The research evaluated the general concepts of the transformational leadership style, which includes personality and motivational concepts (Williams, Raffo, & Clark, 2018). This study utilized the Multifactor Leadership Questionnaire (Form 5X), or the MLQ 5X, developed and validated by Bruce Avolio and Bernard Bass and widely accepted as the standard instrument to measure the level of transformational leadership style applied (Northouse, 2019). From the questionnaire, the study evaluated the relationship between the education level and the level of transformational leadership style implemented. The study also evaluated the relationship between organizational provided leadership training and the use of these leadership styles as well as a combination of the two variables. The survey was accessible online and provided anonymity to the participants. The population and sampling were from US-based retail store managers from the malls in the Southwestern Ohio area. This sample was random and based on the proximity to the primary location of the researcher. The data was statistically analyzed using regression analysis and multivariate regression analysis to determine the probability (p-value) compared to an alpha of 0.05. The coefficient of determination (r2) was used to determine the effect the independent variables (IV) have on the dependent variable (DV).
    [Show full text]
  • Why Are Leadership Styles Important?
    Why are leadership styles important? As you develop leadership skills, you’ll likely use different processes and methods to achieve your employer’s objectives and meet the needs of the employees who report to you. To be effective as a manager, you might use several different leadership styles at any given time. By taking the time to familiarize yourself with each of these types of leadership, you might recognize certain areas to improve upon or expand your own leadership style. You can also identify other ways to lead that might better serve your current goals and understand how to work with managers who follow a different style than your own. Here are 10 common leadership styles: 1. Coach A coaching leader is someone who can quickly recognize their team members’ strengths, weaknesses and motivations to help each individual improve. This type of leader often assists team members in setting smart goals and then provides regular feedback with challenging projects to promote growth. They’re skilled in setting clear expectations and creating a positive, motivating environment. The coach leadership style is one of the most advantageous for employers as well as the employees they manage. Unfortunately, it’s often also one of the most underutilized styles—largely because it can be more time-intensive than other types of leadership. Example: A sales manager gathers their team of account executives for a meeting to discuss learnings from the previous quarter. They start the meeting by completing an assessment together of strengths, weaknesses, opportunities and threats regarding the team’s performance. The manager then recognizes specific team members for exceptional performance and goes over the goals achieved by the team.
    [Show full text]
  • The Relationship Between Laissez-Faire Leadership Style and Smes Growth in the Top 100 Smes in Kenya
    www.ijird.com June, 2016 Vol 5 Issue 7 ISSN 2278 – 0211 (Online) The Relationship between Laissez-Faire Leadership Style and SMEs Growth in the Top 100 SMEs in Kenya Dr. Teresia Kavoo Linge Assistant Professor, Department of Management, United States International University, Kenya Dr. Damary Shikalieh Associate Professor, Department of Management, Business Research Methods and Entrepreneurship, United States International University, Kenya Judith Bijurenda Asiimwe DBA Scholar , Chandaria School of Business, United States International University , Kenya Abstract: The study sought to establish the relationship between laissez-fair leadership style and SMEs growth. The study adopted a pragmatic philosophical approach in order to facilitate data triangulation so as to have a clear understanding of the research problem and used a causal research design. The target population comprised of 553 personnel including owners and Managers of the top 100 SMEs of 2013.A sample of 227 managers was selected through a proportionate sampling and 25 top managers were purposely selected for the study. The study relied on primary data that was collected using closed-ended questionnaires as well as structured interview guides. Descriptive statistics were used to describe and summarize the data while inferential statistics where used to make inferences and draw conclusions about the quantitative data. Inferential statistics included Pearson’s correlation to test the association between the variables and chi-square test that was applied to test the research hypothesis. The study findings established that Laissez-faire leadership style and SMEs growth was positively correlated and significantly related to SMEs growth (r= 0.792, P= 0.011 (p< 0.025); the null hypothesis was rejected and the alternative hypothesis was accepted since the p value was less than alpha (χ2 =213.143; d.f.
    [Show full text]
  • Leadership Style
    5 Leadership Style distribute Notable Quotes or “Leadership style flows from the personal values, and the personal values come from my culture.” (Latino-American male leader) “If you can believe that you’re imperfect and come to accept that and that you have to improve yourself then I think you can become a better leader.” (Asian-American male leader) “I can remember [being told] that ‘you wear these flowery dresses and you’re so sweet to the point that nobodypost, anticipates that you’re going to say some- thing harsh. So it comes as a bigger surprise; that’s why you’re having this problem posing as authority. Your voice . you sound like a little girl. You don’t sound like an authority figure.’” (Told to a White female leader) Vignette: Invisible Leadership—“Pushing From Behind” “What I’vecopy, learned about leadership from my culture is that your role as a leader isn’t so much to be out in front and visible as much as to be the person behind pushing people to be the best that they can. My tribe is matriarchal so it’s natural for women to take a leadership role from the perspective of my tribe. Women are the ones who have always made decisions and have notbeen the leaders. Although the women make the decisions, they also decide which man to put in a leadership role and would advise that man.” (Native American Indian woman leader) Do 115 Copyright ©2015 by SAGE Publications, Inc. This work may not be reproduced or distributed in any form or by any means without express written permission of the publisher.
    [Show full text]
  • Understanding Management and Leadership Styles Checklist 256
    Understanding management and leadership styles Checklist 256 Introduction If managers are to be effective in their role it is important for them to think consciously about how they manage – what kind of management style suits them best and will work well in their team and organisation. Adopting an appropriate style helps managers to establish rapport, trust and respect, engage their team members and build good working relationships. Conversely, adopting an inappropriate style may lead to employees becoming disengaged or demotivated. Similarly, managers who adopt a style that is at odds with the ethos of their organisation are unlikely to be successful. In the twentieth century management style was seen as primarily about how managers exercised their authority to get work done and successfully meet objectives. There was also a perception that there was one best way to manage which would achieve the best results in every situation. Before the 1980s a ‘command and control’ style was generally seen as the norm. Later, more collaborative and coaching styles began to be favoured with the aim of promoting motivation and engagement among employees. Today there is certainly a stronger emphasis on management style as the way in which managers relate to people, especially those who report to them. There is now also a growing belief that managers need to find a style which is authentic for them and that they will need to adjust their style according to the context – the culture of the organisation where they work, the nature of the tasks to be completed and the characteristics and expectations of their team members.
    [Show full text]
  • Impact of Leadership on Team's Performance
    Portland State University PDXScholar Engineering and Technology Management Student Projects Engineering and Technology Management Winter 2018 Impact of Leadership on Team’s Performance Harshitha Gadirajurrett Portland State University Raj Srinivasan Portland State University Jake Stevens Portland State University Nihal Jeena Portland State University Follow this and additional works at: https://pdxscholar.library.pdx.edu/etm_studentprojects Part of the Business and Corporate Communications Commons, and the Interpersonal and Small Group Communication Commons Let us know how access to this document benefits ou.y Citation Details Gadirajurrett, Harshitha; Srinivasan, Raj; Stevens, Jake; and Jeena, Nihal, "Impact of Leadership on Team’s Performance" (2018). Engineering and Technology Management Student Projects. 1912. https://pdxscholar.library.pdx.edu/etm_studentprojects/1912 This Project is brought to you for free and open access. It has been accepted for inclusion in Engineering and Technology Management Student Projects by an authorized administrator of PDXScholar. Please contact us if we can make this document more accessible: [email protected]. Impact of Leadership on Team’s Performance Course Title: Team Building and Communication Course Number: ETM 522 Instructor: Dr Charles Weber Term: Winter Year: 2018 Author(s): Harshita Gadirajurrett, Raj Srinivasan, Jake Stevens, Nihal Jeena ETM OFFICE USE ONLY Report No.: Type: Student Project Note: TABLE OF CONTENTS 1. ABSTRACT ...........................................................................................................................................
    [Show full text]
  • Traits, Skills, and Styles of Leadership 83
    CHAPTER TRAITS, SKILLS, AND STYLES OF 3 LEADERSHIP James W. Holsinger, Jr. Learning Objectives Upon completion of this chapter, you should be able to • appraise the key role played by an individual’s personal traits; • describe the traits model of leadership and explain the importance of traits in the practice of public health leadership; • explain the importance of leadership traits for the effective practice of public health leadership; • discuss leadership skills and the skills model of leadership; • identify key personality factors that affect the practice of leadership; • define and contrast the different cognitive styles; • explain the importance of social appraisal skills and emotional intelligence in the practice of leadership; • describe the behavioral model of leadership and understand its importance in the twenty-first century; • explain the importance of leadership styles in the practice of public health leadership; and • compare leadership traits, skills, and styles and understand the difference between them. Focus on Leadership Competencies This chapter emphasizes the following Association of Schools and Programs of Public Health (ASPPH) leadership competencies: • Describe the attributes of leadership in public health. (continued) 81 This is an unedited proof. Copying and distribution of this PDF is prohibited without written permission. For permission, please contact Copyright Clearance Center at www.copyright.com 82 Leadership for Public Health • Develop strategies to motivate others for collaborative problem solving, decision-making, and evaluation. • Create a shared vision. It also addresses the following Council on Linkages public health leadership competency: • Analyzes internal and external facilitators and barriers that may affect the delivery of the 10 Essential Public Health Services.
    [Show full text]