Argumentative Essay On Suicide Bombers
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13 people killed in suicide bombing outside Kabul airport, says Sheikh Ahmad, Afghan Journalist
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People with mental illnesses, substance-abuse disorders such as alcoholism or drug dependence, and behavioral disorders also have a higher risk of suicide. In fact, people suffering from diagnosable mental illnesses complete about 90 percent of all suicides. About one-third of adult suicide victims suffered from a physical illness at the time of their death. Other risk factors include previous suicide attempts, a history of suicide among family members, and social isolation. People who live alone or lack close friends may not receive emotional support that would otherwise protect them from despair and irrational thinking during difficult periods of life.
Because depression precedes most suicides, early recognition of depression and treatment through medication and psychotherapy are important ways of preventing suicide. In general, suicide prevention efforts aim to identify people with the highest risk of suicide and to intervene before these individuals become suicidal. Donovan Thomas in his book Confronting Suicide: Helping Teens at Risk is a fruit of his investigation made into confronting suicide. He believes that teenagers within some family usually do not get a chance to process unresolved issues within the family context. The emotional support necessary in order to take on the challenge of survival in a multifaceted world is absent, hence the prevalence of suicide among teenagers.
Signs of suicidal Intent About 80 percent of people who complete suicide give warning signs, although the warnings may not be overt or obvious. These usually take the form of alking about suicide or a wish to die; statements about hopelessness, helplessness, or worthlessness; preoccupation with death; and references to suicide in drawings, school essays, poems, or notes. A person who observes these signs should ask the person in question whether he or she is thinking of suicide. If so, the observer should refer the person to a trained mental health professional to reduce the immediate risk of suicide and to treat the problems that led the person to consider suicide.
Most suicides can be prevented because the suicidal state of mind is usually temporary. Impact on Others Suicide has a devastating emotional impact on surviving family members and friends. A family member or friend may have the added burden of discovering the body of the suicide victim. Parents often suffer exaggerated feelings of shame and guilt.
Because of the social stigma, or shame, surrounding suicide, survivors may avoid talking to others about the person who died, and others may avoid the survivors. Despite these extra problems, research has shown that suicide survivors go through the same grieving process as other bereaved people and eventually recover from grief. Support groups may be particularly helpful for grieving suicide survivors. Causes Suicidal behavior has numerous and complex causes. The biology of the brain, genetics, psychological traits, and social forces all can contribute to suicide. Although people commonly attribute suicide to external circumstances—such as divorce, loss of a job, or failure in school—most experts believe these events are triggers rather than causes in themselves The majority of people who kill themselves suffer from depression that is often undiagnosed and untreated.
Because depression so often underlies suicide, studying the causes of depression can help scientists understand the causes of suicide. Other mental illnesses, such as bipolar disorder, schizophrenia, and anxiety disorders may also contribute to suicidal behavior. Ethical Issues For counselors confidentiality is a fundamental ethical standard, their ethical duty is to fulfill the promise that client information receive during therapy will not be disclosed without authorization Gladdings Fast Turnaround.
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An exploration of a followership profile in hospitality and tourism". The courageous follower Google play books ed. Followership: How followers are creating change and changing leaders. From passive recipients to active co-producers: Followers role in the leadership process. Shamir, R. Pillai, M. Uhl-Bein Eds. Coyne, Sr 1 May Creative Followership: In the Shadow of Greatness. Looking Glass Books. In Koonce, R. Followership in action. Three perspectives on followership.
San Francisco: Jossey-Bass. The World Needs Followers". The New York Times. Rethinking leadership and followership: A student's perspective. Leadership: Enhancing the Lessons of Experience 8th ed. Management Department Faculty Publications. Research in Personnel and Human Resources Management. Psychology Today. The fluid nature of follower and leader roles. Carsten Eds. Rethinking Followership. Categories : Industrial and organizational psychology Leadership Organizational structure.
Hidden categories: Wikipedia articles needing page number citations from August Wikipedia articles with style issues from February All articles with style issues Articles with unsourced quotes. Namespaces Article Talk. Views Read Edit View history. Help Learn to edit Community portal Recent changes Upload file. Download as PDF Printable version. According to Kelley, effective followers are individuals who are enthusiastic, intelligent, ambitious, and self-reliant.
Kelley identified two underlying behavioral dimensions that distinguish types of followers. The first behavioral dimension is the degree to which the individual is an independent, critical thinker. The second dimension is the degree to which the individual is active or passive. Depending on where a person falls on these two dimensions, there are five different follower types: The Sheep low independence, passive : These individuals require external motivation and constant supervision. They do not question the decisions or actions of the leader.
The Pragmatics average on both dimensions : These individuals are not trail-blazers; they will not stand behind controversial or unique ideas until the majority of the group has expressed their support and often prefer to stay in the background. The Alienated high independence, passive : These individuals are negative and often attempt to stall or bring the group down by constantly questioning the decisions and actions of the leader. The Star Followers high independence, active : These exemplary followers are positive, active, and independent thinkers.
Star followers will not blindly accept the decisions or actions of a leader until they have evaluated them completely but can be trusted to get the job done. Chaleff's original model of Courageous Followership proposed four dimensions in which courageous followers operates within a group, and a fifth dimension in which the follower operates either within or outside the group depending on the response of the leadership. The dimensions of courageous followership are: Assume responsibility : They assume responsibility for themselves and the organization. They do not expect the leader or organization to provide for their security and growth, or need permission to act.
Courageous followers discover and create opportunities to fulfill their potential and maximize their value to the organization. They initiate values-based action to improve the organization's external activities and its internal processes. To serve : Courageous followers are unafraid of the hard work required to serve a leader. They assume new or additional responsibilities, stay alert for areas in which their strengths complement the leader's, and assert themselves in these areas. Courageous followers stand up for their leader and the tough decisions a leader must make if the organization is to achieve its purpose. They are as passionate as the leader in pursuing the common purpose. To challenge : Courageous followers give voice to the discomfort they feel when the behaviors or policies of the leader or group conflict with their sense of what is right.
They are willing to stand up, to stand out, to risk rejection, to initiate conflict in order to examine the actions of the leader and group when appropriate. They are willing to deal with the emotions their challenge evokes in the leader and group. Courageous followers value organizational harmony and their relationship with the leader, but not at the expense of the common purpose and their integrity. To participate in transformation : Courageous followers champion the need for change and stay with the leader and group while they mutually struggle with the difficulty of real change.
They examine their own need for transformation and become full participants in the change process as appropriate. To take moral action : Courageous followers know when it is time to take a stand that is different than that of the leader's The stand may involve refusing to obey a direct order, appealing the order to the next level of authority, or tendering one's resignation. These and other forms of moral action involve personal risk, but service to the common purpose justifies and sometimes demands acting. If attempts to redress the morally objectionable situation fail, a follower faces the more difficult prospect of whether to become a whistleblower.
Barbara Kellerman. Barbara Kellerman categorized followers as isolates, bystanders, participants, activists, and diehards based on their level of engagement in the leadership process. Isolates : Isolates are completely detached. They do not care about their leaders, know anything about them, or respond to them in any way. Their alienation is, nevertheless, of consequence. Bystanders : Bystanders observe but do not participate. They make a deliberate decision to stand aside, to disengage from their leaders and from whatever is the group dynamic.