Evaluating the Value of the Multifactor Leadership

Evaluating the Value of the Multifactor Leadership The Multifactor Leadership Questionnaire (MLQ) is one of the most widely used instruments to measure leadership ability and behaviour in organisations and organisational studies. However this does not mean it is without flaws. This report will describe and discuss the MLQ and its main purposes. It will analyse leadership theories and the ways in which the test resonates with and conflicts with particular theories. In particular it will look at classic and contemporary leadership perspectives and theories and how it has been applied to the development of the MLQ and the Multifactor Leadership Model the questionnaire is based on. This report will show that while there are flaws in the design, construction, validity and practical application of the MLQ, it is a reliable tool when used in conjunction with other leadership selection and development tools and offers much promise in evaluating leadership ability and behaviours, follower reactions and situational attributes. In 1978, Burns proposed that leaders could be distinguished in terms of transactional or transformational leaders (Parry and Bryman, 2006, p 450). In his work, transactional leadership consisted of an exchange process between the leader and follower in which the leader offers a reward for compliance with his or her contract (Parry and Bryman, 2006, p 450) and is based on rewards and punishment. Transformational leadership on the other hand is the process of motivating followers or colleagues to do more than originally expected using charisma, influence and vision by transferring followers attitudes, beliefs and values, as opposed to simply gaining compliance (Parry and Bryman, 2006, p 450; Rafferty and Griffin, 2004, p 330). However, Burns proposed that a leader was either transformational or transactional, and that the two were at opposite ends of the spectrum. In the 1980s, Basss approach was able to draw heavily on Burns work, but hypothesised that successful leaders were transformational and transactional. Bass theory represented a combination of transformational, transactional and non-transactional laissez-faire leadership factors (Antonakis et al, 2003, p 264). Bass propositioned that transformational and transactional leadership styles are separate and independent dimensions that appear simultaneously (Tejeda, Scandura and Pillai, 2001, p 33) and that the transactional attributes would deliver the basic needs of an organisation, while the transformational attributes would foster change and encourage commitment. He believed that every leader displays each of the styles to some extent and called this the Full Range of Leadership Model (Bass, 1998, p. 7). However an effective leader would demonstrate transformational attributes more frequently then transactional attributes. Central to Bass research is the Multifactor Leadership Questionnaire (Hartog, Muijen and Koopman, 1997, p21). The MLQ is a leadership assessment tool that measures leadership behaviour and style. It is the primary measurement tool of research on the theory (Tejeda et al, 2001, p 34). In its most recent format, the MLQ is a short but comprehensive survey of 45 items which measures a full range of leadership styles (http://www.cornerstonecoaching.com.au/MLQ_Questionnaire.html, 20/09/2010).  The MLQ is designed to evaluate the factors that are related to leadership and how these factors determine the efficiency and effectiveness of a leader. It assesses the transformational leadership with five scales: 1) idealised attributes, 2) idealised behaviours, 3) inspirational motivation, 4) intellectual stimulation and 5) individualised characterisation (Muenjohn and Armstrong, 2008, p 5). Three scales are identified as characteristics of transactional leadership: 1) contingent reward, 2) man agement by exception: active and management by exception: passive and one scale for Non-leadership, laissez-faire (Muenjohn and Armstrong, 2008, p 5). It also assesses the outcome of leadership in terms of effectiveness and satisfaction. The current version of the MLQ (Form 5X) was developed based on the results of studies of the previous versions and the feedback of leadership scholars who revised the questionnaire (XXXXX IN Antonakis, Avolio and Sivasubramaniam, 2003, p 265) and is used widely in research and across organisations in leadership assessment and development. Leadership Theories and the Multifactor Leadership Questionnaire The Multifactor Leadership Model has become one of the most widely cited theory of leadership, and while Bass (Bass, 1990b, in Hartog et al, 1997, p19) claims that the transactional-transformational leadership model is a new paradigm, and does not replace or explain other models, the model does in fact integrate ideas from classic and contemporary theories of leadership. Up until the late 1940s, the trait-based approach dominated leadership approaches (Parry and Bryman, 2006, p 448). These theories isolated characteristics that differentiated leaders from non-leaders based on the premise that leaders are born, to an extent, and that the skills required are innate and are not developed over time. The Multifactor Leadership Theory is not a trait based approach however it is evident that there are certain traits exhibited that differentiate a transformational leader from a transactional leader or traits that are not considered as leadership qualities. For instance, confidence (question 25), pride (question 10), optimism (question 9), resiliance and enthusiasm (question 13) are seen as traits of transformational leaders. One question in the MLQ states my associates and followers trust me and exhibit the values I portrayà ¢Ã¢â€š ¬Ã‚ ¦ (www.mlq.com.au, accessed 21/09/2010). In this question, trustworthiness is a trait that is perceived as important for transformational leadership. In fact, Bass approach is based on the concept of the trait or characteristic of charisma. However what the MLQ does not do is state that leadership traits are innate, and that leaders cannot be developed. A key advantage of the MLQ is that it is a tool to assess leadership skills and develop the leader into becoming more effective, efficient and transformational and show where development is required. From inception, the multifactor leadership model incorporated earlier behavioural approaches to leadership (Sashkin, 2004 in Antonakis, Cianciolo and Stenberg, 2004, p 175). Behaviour dimensions are actions that inspires by communicating a vision, actions that express considerations and behaviours that engage and challenge followers to think for themselves (Sashkin, 2004 in Antonakis et al, 2004, p 175). One of the best known approaches to behavioural leadership theories stems from research undertaken by a group of researchers at the Ohio State University. Stogdill and Coons identified two dimensions of leadership in their studies, referred to as consideration or employee-oriented leadership and initiating structure or production-oriented leadership (Antonakis, Cianciolo and Stenberg, 2004, p 7), not dissimilar to transactional, or task focussed leadership. It is important to note that unlike trait based approaches to leadership which focuses on characteristics that is perceived to make a good leader, behavioural approaches emphasise that behaviour can be changed, and through training, individuals can be better leaders. The MLQ is a tool that assesses current behaviour and can be used as a tool to assist in developing individuals to better leaders. In 1967, Fiedlar proposed a contingency model of leadership effectiveness which measured the leadership orientation of the person completing it (Fiedlar, 1967 in Parry and Byrman, 2006, p 449). The leader was either human-relations oriented, that is, considerate of the subordinates feelings and concerned with fostering good relations, or task-motivated (Parry and Byrman, 2006, p 449). Like Burns approach on transactional and transformational leadership, Fiedlar proposed that leaders were either human-relations oriented or task motivated, and could alternate depending on the situational factors. The MLQ however shows that for a leader to be effective, both task oriented attributes and transformation attributes needed to be displayed. The two were not co-dependent. The theory focuses on contingent reward as motivation, and is similar to transactional leader attributes. However, the theory highlighted that since a leaders personality does not change, it is instead necessary to change th e situational factors instead, such as task structure, position power or leader-member relations (Parry and Byrman, 2006, p 449). The MLQ is an assessment tool based on analysing a persons behaviours and attributes and developing or changing their behaviour to transformational leaders rather than transactional or non-leaders rather than the need to change the environment or situation. The multifactor model seems to stem from research conducted from the late 1980s onwards and the theories that became known as contemporary perspectives. One such example is leadership through emotional intelligence (EI). EI is consistently associated with good leadership and is the ability to understand and manage feelings, moods and emotions in self and others (Kupers and Weibler, 2005, p 369). The connection between emotions and transformational leadership was assessed by research conducted in 2001 by Palmer, Walls and Burgess by measuring emotional intelligence in 43 participants in managerial roles using the Trait Meta Mood Scale, and effective transformational leadership attributes were measured by the MLQ. It was found that there was a positive correlation between EI and transformational leadership, a factor that has not been missed by Bass, who declared that leadership is as much emotional and subjective as rational and objective in effect (1999, p 19 in Kupers and Weibler, 20 05, p 369). This and other research has suggested that EI is an important component of transformational leadership, and the ability to utilise transactional attributes when required. In fact, transformational leaders would need to use emotion to communicate vision to gain a response from their subordinates. It is interesting to note that the EI model became prevalent from 1980 onwards. Perhaps for this reason Bass and team insisted that their multifactor leader model was not based on previous classic models of leadership but asserted that there was a positive relationship between EI and transformational leadership. While this report does not propose that the multifactor model does not have any similarities to classic models, it is evident that the model has more similarity with contemporary models of leadership. Further correlations can be made between the multifactor model and the level 5 leadership model and inspirational leadership model. The level 5 leadership model is based on the premise that an effective leader exhibits attributes effective leadership, competent management, contributing team membership and a highly capable individual and can in addition demonstrate personal humility and professional will. Inspirational leadership is a combination of level 5 leadership and EI. Inspirational leaders selectively show their own weaknesses, dare to be different, rely on intuition and ability to read interpersonal cues and practice tough empathy. Attributes of the multifactor model, including inspirational motivations, simulation and consideration are similar to the concepts presented above. Effective leaders will also be transformational and transactional, therefore showing both competent manager and highly capable individual attributes. Strengths and Weaknesses of the Multifactor Leadership Questionnaire Practical Application The MLQ is essentially based on the premise that for a leader to be successful, transactional and transformational attributes need to be displayed. This has also made the test popular and valid in a variety of situations and environments, including structured, task oriented workplaces, such as manufacturing or in a professional services environment, where employee empowerment, charisma and visionary leadership are prevalent. In addition, it is essentially a 360 degree feedback tool, that is used not only to develop the leader but to identify the thoughts of subordinates, thereby increasing accuracy, acceptance, better understanding of performance and gaps in performance and indicates the leadership skills an individual needs to develop to be effective. Based on the results, ineffective leaders can be differentiated from effective leaders. Furthermore, its successful application in a variety of organisations is highlighted by the fact that it has been translated in other languages to decrease the language barrier or cultural implications. What it does not take into account however, is other cultural implications such as preferred or required leadership style or social factors, and research has revealed that different cultures place value certain leadership styles and behaviours to a greater extent than others. Certain cultures for instance, may not value individualise d consideration for instance as much as the cultural norms of collectivist societies in China or India for instance, so attributes valued in the multifactor model may not be ideal in certain cultures. In a study by Shahin and Wright (2004), they highlighted that cooperation and coordination were important for social integration among people in Egypt, stemming from social culture and its dependence on Islam (Shahin and Wright, 2004, 9 203). The MLQ does not take into account social culture and cultural implications and for this reason further questions were added measuring social integration. Shahin and Wright (2004) also noted that the form in which char ismatic leadership portrayed in the Egyptian context has a strong element of authoritarianism (p 504). The leadership style exhibits strong elements of transactional leadership behaviours, where contingent reward and management by exception are required to ensure subordinates perform (Shahin and Wright, 2004, 9 504). Therefore the ideal measurements of the MLQ needed to be customised to suit the context. In addition Validity and Design As noted above, key to the multifactor model is based on the premise that the theoretical background stems from classic and contemporary leadership, and is based on developing leaders, not that leaders are born. The MLQ is widely accepted and used and extensive research has been conducted that highlights its validity and reliability to measure management behaviour and performance (Agle, 1993; Carless, Mann and Wearing, 1995; Lowe, Kroek and Sivasubramaniam, 1996). It has emerged from a through and rigorous research process over the past fifteen years (Whitelaw, 2001, p 1). Part of its success in implementation in todays business world is its success in integrating emotional intelligence into the attributes of transformation leaders. Based on the results, training, support, mentoring and coaching can be provided to the leader. It would be very difficult in criticising the MLQ in terms of its application, as the multifactor leadership questionnaire (MLQ) is widely used in academic research and also a broad range of different organisations across many cultures (Anatonakis et al, 2003; Krickbride, 2006). The evidence of this is the fact that the MLQ has been translated into ten different languages, and has extensively been used in organisations globally in the following sectors in many sectors such as training, consulting, financial and insurance institutes, law firms, hospitals, mining and manufacturing businesses, media, government, marketing, gaming industry, defence, retail, property businesses, education etc. However, research (House, 1997) reveals that different cultures vary immensely in the value they give to certain leadership styles and behaviours. This may lead to a problem in the potential application of the MLQ as leadership behaviour that is valued by the MLQ (e.g. individualised consideration t owards subordinates) might violate certain cultural norms of collectivist societies e.g. India and Japan. Furthermore, a research conducted by Connelly, Zaccharo, Threlfall, Marks and Mumford (2002) reveals that questionnaires like MLQ in which subordinates and peers provide evaluation, fail to measure certain types of leadership skills, as they might be less observable e.g. knowledge, problem-solving and judgement capabilities.   The ***** provides valuable insights into the effectiveness of public organizations, especially on the point that the criteria are multiple, shifting, and conflicting (Rainey, 2003) The MLQ is capable of measuring the extent to which leadership is ***** considerate, providing the ***** with support, mentoring, ***** coaching (*****, p. 5). Established ***** (Bass). In addition, the MLQ: *****. Differentiates effective and ineffective leaders ***** all organizational levels; 2. Assesses the effectiveness ***** an entire organizations leadership; 3. Is valid ***** cultures ***** types of organizations; *****. Is ***** to administer, requires 15 minutes to complete; 5. Has ***** extensively ***** and validated; 6. The MLQ provides the best relationship ***** survey data to organizational outcome; and, 7. The MLQ has become ***** benchmark measure of Transformational Leadership (***** *****) The data developed from the ***** to date have been shown to highly correlate with ***** with effectiveness, performance, ***** satisfaction (Bass, p. 83). In addition, the feedback of MLQ results can also be used for mentoring, counseling, coaching, and training; MLQ scores might also be used profitably to identify executives to head ***** ventures (Bass, p. 84). Theoretical background is based on developing leaders, not that leaders are born EI aspects present in MLQ Plenty of research and used widely, accepted 360 degree feedback, tool to identify the thoughts of subordinates practical application design validity Weaknesses of Multifactor Leadership Questionnaire Cultural factors e.g. org culture Environmental factors, economy (crisis) Type of organisation e.g. manufacturing organisation might need diff style of leadership to professional services firm Reliance on honesty Self-evaluation Does not consider variance in thought or ideology Some questions may not apply in certain situations Opportunities and Threats of the Multifactor Leadership Questionnaire practical application design validity Conclusion

Atlantic Bluefin Tuna

The Atlantic bluefin tuna is one of the largest and fastest fish in the world. Atlantic tuna are built for speed; they can reach speeds up to 50 mph. Atlantic tuna have very large appetite, the average size of an Atlantic tuna is 6. 5 feet and they usually weigh around 550 pounds. The largest Atlantic bluefin tuna ever caught was caught in Nova Scotia and weighed 1,496 pounds. Atlantic tuna are a gray and silver colour on their underside and then a dark blueish colour on the topside, this helps them with camouflage because from under them it looks like they are part of the sky and the dark blue from a top view makes them look like part of the dark water. Atlantic bluefin tuna is also very delicious, so tuna have been affected by over-fishing and that has lowered the population to drop critically low. Tuna positively affects humans because we use them for food and sport, tuna are huge and you don’t need a lot of them to have a large amount of meat and that’s one of the main reasons humans like to eat tuna. Atlantic tuna have been eaten by humans for along time, but in the 1970s the demand for tuna went up so commercial fishing operations found a new way to catch them. The way fishing industries caught fish was with fleets of giant ships with huge nets to catch large amounts of fish; this act of over-fishing almost caused this species of fish to go extinct. Atlantic tuna are also affected by many other problems, such as acidification and ocean debris. Tuna are affected by acidification because smaller animals that tuna rely on as food die because of acidification. If there is not enough food for tuna to eat then bigger predators that rely on tuna as food will starve, ways we can stop this from happening include; banning offshore drilling and conserving energy. Atlantic tuna are affected by ocean debris because when commercial fishing boats drop their nets in the ocean sometimes when they are done with the net they will just leave it in the ocean, this results in many ocean animals (such as tuna) to be caught in the net and die. It is now more important than ever for people to do what the politicians failed to do – stop consuming bluefin tuna,† Dr. Tudela, Head of Fisheries at WWF Mediterranean Atlantic bluefin tuna are mainly found in the western Atlantic, but they are also found around Newfoundland and the Gulf of Mexico. Tuna usually live in the open ocean, but they can be seen jumping out of the water catching small fish. Tuna mostly live in groups; schools of tuna can be found feeding, just hanging out or migrating thousands of miles across the Atlantic. Atlantic tuna faces many problems such as the ones I previously wrote about, but if we want to put a stop to those problems we need to find a solution. One of the things we can do is make fishing seasons, if the government was to make a certain time when it was okay to fish for tuna and then once the season was over fishermen couldn’t fish for tuna anymore. I think that that is a pretty good plan but we would have to do more than that, for example they could ban tuna fishing for a year or a designated time duration and then check to see if the tuna population increases. Ocean debris and Acidification is also a problem, the way to stop that is not very hard, people just need to take the initiative to stop dumping harmful chemicals, non-organic waste material, ect. â€Å"After overwhelming scientific justification and growing political support in past months – with backing from the majority of catch quota holders on both sides of the Atlantic – it is scandalous that governments did not even get the chance to engage in meaningful debate about the international trade ban proposal for Atlantic bluefin tuna,† –Dr. Sergi Tudela, Head of Fisheries at WWF Mediterranean

Hinduism Characteristics Essay

The following nine facts, though not exhaustive, offer a simple summary of Hindu spirituality or about Hinduism. 1 Hindus believe in a one, all-pervasive Supreme Being who is both immanent and transcendent, both Creator and Unmanifest Reality. 2 Hindus believe in the divinity of the four Vedas, the world’s most ancient scripture, and venerate the Agamas as equally revealed. These primordial hymns are God’s word and the bedrock of Sanatana Dharma, the eternal religion. 3 Hindus believe that the universe undergoes endless cycles of creation, preservation and dissolution. 4 Hindus believe in karma, the law of cause and effect by which each individual creates his own destiny by his thoughts, words and deeds. 5 Hindus believe that the soul reincarnates, evolving through many births until all karmas have been resolved, and moksha, liberation from the cycle of rebirth, is attained. Not a single soul will be deprived of this destiny. 6 Hindus believe that divine beings exist in unseen worlds and that temple worship, rituals, sacraments and personal devotionals create a communion with these devas (divine beings) and God. 7 Hindus believe that an enlightened master, or satguru, is essential to know the Transcendent Absolute, as are personal discipline, good conduct, purification, pilgrimage, self-inquiry, meditation and surrender in God. 8 Hindus believe that all life is sacred, to be loved and revered, and therefore practice ahimsa, noninjury, in thought, word and deed. 9 Hindus believe that no religion teaches the only way to salvation above all others, but that all genuine paths are facets of God’s Light, deserving tolerance and understanding. GOD AND LORDS IN HINDUISM God is a one being, yet we understand Him in three perfections: Absolute Reality, Pure Consciousness and Primal Soul. As Absolute Reality, God is unmanifest, unchanging and transcendent, the Self God, timeless, formless and spaceless. As Pure Consciousness, God is the manifest primal substance, pure divine love and light flowing through all form, existing everywhere in time and space as infinite intelligence and power. God is all and in all, great beyond our conception, a sacred mystery that can be known in direct communion. Hindus believe in one Supreme Being. In the Hindu pantheon there are said to be three hundred and thirty-three million Lords(divine beings). The plurality of Lords are perceived as divine creations of that one Being. So, Hinduism has one supreme God, but it has an extensive hierarchy of Lords. Hinduism views existence as composed of three worlds. The First World is the physical universe; the Second World is the subtle astral or mental plane of existence in which the devas, angels and spirits live; and the Third World is the spiritual universe of the Mahadevas, â€Å"great shining beings,† our Hindu Lords. Hinduism is the harmonious working together of these three worlds. Hinduism is a family of four main denominations – Saivism, Shaktism, Vaishnavism, Smartism – under a divine hierarchy of Mahadevas. These intelligent beings have evolved through eons of time and are able to help mankind without themselves having to live in a physical body. These great Mahadevas, with their multitudes of angelic devas, live and work constantly and tirelessly for the people of our religion, protecting and guiding them, opening new doors and closing unused ones. TEMPLE WORSHIP IN HINDUISM It is in the Hindu temple that the three worlds meet and devotees invoke the Lords of our religion. The temple is built as a palace in which these Lords live. It is the home of the God and Lords, a sacred place unlike every other place on the earth. The Hindu must associate himself with these divine beings in a very sensitive way when he approaches the temple. Though the devotee rarely has the psychic vision of the Deity, he is aware of the God’s divine presence. As he approaches the sanctum sanctorum, the Hindu is fully aware that an intelligent being, greater and more evolved than himself, is there. This Lord is intently aware of him, safeguarding him, fully knowing his inmost thought, fully capable of coping with any situation the devotee may mentally lay at his Holy Feet. It is important that we approach the Deity in this way – conscious and confident that our needs are known in the inner spiritual worlds. The physical representation of the God, be it a stone or metal image other sacred form, simply marks the place that the Lord will manifest in or hover over in his etheric body. It can be conceived as an antenna to receive the divine rays of the Lord or as the material body in or through which the Lord manifests in this First World. When we perform puja, a religious ritual, we are attracting the attention of the devas and Mahadevas in the inner worlds. That is the purpose of a puja; it is a form of communication. To enhance this communication we establish an altar in the temple or in the home. This becomes charged or magnetized through our devotional thoughts and feelings which radiate out and affect the surrounding environment. You can feel the presence of these divine beings, and this radiation from them is known as shakti. It is a communication more real than the communication of language that you experience each day. Finally, it must be clearly understood that God and the Lords are not a psychological product of the Hindu religious mind. They are far older than the universe and are the fountainheads of its galactic energies, shining stars and sunlit planets. They are loving overseers and custodians of the cosmos, earth and mankind. The Hindu cosmological terrain envelopes all of humanity. HINDU HOLY BOOK The Veda is the Hindu holy book. The four books of the Vedas—Rig, Yajur, Sama and Atharva—include over 100,000 verses. The knowledge imparted by the Vedas ranges from earthy devotion to high philosophy. Their words and wisdom permeate Hindu thought, ritual and meditation. The Vedas are the ultimate scriptural authority for Hindus. Their oldest portions are said by some to date back as far as 6,000 bce, orally transmitted for most of history and written down in Sanskrit in the last few millennia, making them the world’s longest and most ancient scripture. The Vedas open a rare window into ancient Indian society, proclaiming life’s sacredness and the way to oneness with God. For untold centuries unto today, the Vedas have remained the sustaining force and authoritative doctrine, guiding followers in ways of worship, duty and enlightenment. The Vedas are the meditative and philosophical focus for millions of monks and a billion seekers. Their stanzas are chanted from memory by priests and laymen daily as liturgy in temple worship and domestic ritual. All Hindus wholeheartedly accept the Vedas, yet each draws selectively, interprets freely and amplifies abundantly. Over time, this tolerant allegiance has woven the varied tapestry of Indian Hindu Dharma. Each of the four Vedas has four sections: Samhitas (hymn collections), Brahmanas (priestly manuals), Aranyakas (forest treatises) and Upanishads (enlightened discourses). The Samhitas and Brahmanas affirm that God is immanent and transcendent and prescribe ritual worship, mantra and devotional hymns to establish communication with the spiritual worlds. The hymns are invocations to the One Divine and to the Divinities of nature, such as the Sun, the Rain, the Wind, the Fire and the Dawn— as well as prayers for matrimony, progeny, prosperity, concord, protection, domestic rites and more. The Aranyakas and Upanishads outline the soul’s evolutionary journey, provide yogic philosophical training and propound realization of man’s oneness with God as the destiny of all souls. Today, the Vedas are published in Sanskrit, English, French, German and other languages. But it is the popular, metaphysical Upanishads that have been most amply and ably translated. KARMA AND REINCARNATION IN HINDUISM Karma Karma literally means â€Å"deed or act,† but more broadly describes the principle of cause and effect. Simply stated, karma is the law of action and reaction which governs consciousness. In physics-the study of energy and matter-Sir Isaac Newton postulated that for every action there is an equal and opposite reaction. Push against a wall. Its material is molecularly pushing back with a force exactly equal to yours. In metaphysics, karma is the law that states that every mental, emotional and physical act, no matter how insignificant, is projected out into the psychic mind substance and eventually returns to the individual with equal impact. The akashic memory in our higher chakras faithfully records the soul’s impressions during its series of earthly lives, and in the astral/mental worlds in-between earth existences. Ancient yogis, in psychically studying the time line of cause/effect, assigned three categories to karma. The first is sanchita, the sum total of past karma yet to be resolved. The second category is prarabdha, that portion of sanchita karma being experienced in the present life. Kriyamana, the third type, is karma you are presently creating. However, it must be understood that your past negative karma can be altered into a smoother, easier state through the loving, heart-chakra nature, through dharma and sadhana. That is the key of karmic wisdom. Live religiously well and you will create positive karma for the future and soften negative karma of the past. Truths and Myths About Karma Karma operates not only individually, but also in ever-enlarging circles of group karma where we participate in the sum karma of multiple souls. This includes family, community, nation, race and religion, even planetary group karma. So if we, individually or collectively, unconditionally love and give, we will be loved and given to. The individuals or groups who act soulfully or maliciously toward us are the vehicle of our own karmic creation. The people who manifest your karma are also living through past karma and simultaneously creating future karma. For example, if their karmic pattern did not include miserliness, they would not be involved in your karma of selfishness. Another person may express some generosity toward you, fulfilling the gifting karma of your past experience. Imagine how intricately interconnected all the cycles of karma are for our planet’s life forms. Reincarnation The soul functions with complete continuity in its astral/mental bodies. It is with these sensitive vehicles that we experience dream or â€Å"astral† worlds during sleep every night. The astral world is equally as solid and beautiful, as varied and comprehensive as the earth dimension-if not much more so. Spiritual growth, psychic development, guidance in matters of governance and commerce, artistic cultivation, inventions and discoveries of medicine, science and technology all continue by astral people who are â€Å"in-between† earthly lives. Many of the Veda hymns entreat the assistance of devas: advanced astral or mental people. Yet, also in the grey, lower regions of this vast, invisible dimension exist astral people whose present pursuits are base, selfish, even sadistic. Where the person goes in the astral plane at sleep or death is dependent upon his earthly pursuits and the quality of his mind. Because certain seed karmas can only be resolved in earth consciousness and because the soul’s initial realizations of Absolute Reality are only achieved in a physical body, our soul joyously enters another biological body. At the right time, it is reborn into a flesh body that will best fulfill its karmic pattern. In this process, the current astral body-which is a duplicate of the last physical form-is sluffed off as a lifeless shell that in due course disintegrates, and a new astral body develops as the new physical body grows. This entering into another body is called reincarnation: â€Å"re-occupying the flesh.† During our thousands of earth lives, a remarkable variety of life patterns are experienced. We exist as male and female, often switching back and forth from life to life as the nature becomes more harmonized into a person exhibiting both feminine nurturing and masculine intrepidness. We come to earth as princesses and presidents, as paupers and pirates, as tribals and scientists, as murderers and healers, as atheists and, ultimately, God-Realized sages. We take bodies of every race and live the many religions, faiths and philosophies as the soul gains more knowledge and evolutionary experience. Therefore, the Hindu knows that the belief in a single life on earth, followed by eternal joy or pain is utterly wrong and causes great anxiety, confusion and fear. Hindus know that all souls reincarnate, take one body and then another, evolving through experience over long periods of time. Like the caterpillar’s metamorphosis into the butterfly, death doesn’t end our existence but frees us to pursue an even greater development. Dharma Dharma yields Heaven’s honor and Earth’s wealth. What is there then that is more fruitful for a man? There is nothing more rewarding than dharma, nor anything more ruinous than its neglect. When God created the universe, He endowed it with order, with the laws to govern creation. Dharma is God’s divine law prevailing on every level of existence, from the sustaining cosmic order to religious and moral laws which bind us in harmony with that order. Related to the soul, dharma is the mode of conduct most conducive to spiritual advancement, the right and righteous path. It is piety and ethical practice, duty and ob ligation. When we follow dharma, we are in conformity with the Truth that inheres and instructs the universe, and we naturally abide in closeness to God. Adharma is opposition to divine law. Dharma is to the individual what its normal development is to a seed–the orderly fulfillment of an inherent nature and destiny. SIGNIFICANCE OF HINDUISM Hinduism is unique among the world’s religions. I boldly proclaim it the oldest religion in the world. To begin with, it is mankind’s oldest spiritual declaration, the very fountainhead of faith on the planet. Hinduism’s venerable age has seasoned it to maturity. It is the only religion, to my knowledge, which is not founded in a single historic event or prophet, but which itself proceeds recorded history. Hinduism has been called the â€Å"cradle of spirituality,† and the â€Å"mother of all religions,† partially because it has influenced virtually every major religion and partly because it can absorb all other religions, honor and embraces their scriptures, their saints, and their philosophy. This is possible because Hinduism looks compassionately on all genuine spiritual effort and knows unmistakably that all souls are evolving toward union with the Divine, and all are destined, without exception, to achieve spiritual enlightenment and liberation in this or a future life. Please visit, if you wish to seek further

An Athletes Salary - 776 Words

As a sports fan I have always looked at athletes as well paid entertainers. These individuals are lucky enough to make millions playing a game that they would probably play for free. With the acquired wealth and visibility these professional athletes have it all. It has been suggested by many that these athletes should serve as role models. Charles Barkley former Nation Basketball Association all-star player disagreed vehemently with that sentiment. Mr. Barkley believed that athlete should not be role models for the sport that they play but should be role models as goodwill ambassadors in aiding the less fortunate. Adrian Peterson (All Day) is one of my favorite athletes. He is currently a running back with the Minnesota Vikings of the National Football League. Mr. Peterson setup a foundation in 2008 (the All Day Foundation) to raise awareness and funds for projects that will help build a more prosperous future for at risk children. â€Å"Adrian Peterson established the All Day Foundation to raise awareness and funds for programs that inspire hope and build a better future for at-risk-children† (All day foundation, 2011). What caught my eye about his foundation is that one of his corner stones of the foundation is girls empowerment. The foundation has a goal of empowering young children with the skillsets and values that will enable them to have the opportunity to become leaders. Adrian Peterson professes to be a Christian and has dedicated his lifeShow MoreRelated Sports Agents Essay1738 Words   |  7 Pagesbecame internationally recognized, athletes began to realize their need for professional representation. Thus, sports agents were born. The field of sports agents has grown since then into an enormous field. Agents now deal with every aspect of an athlete’s life. Agents can be considered professional mangers who find the best place for their client’s talent. Sports Agents have not been around for a long time. â€Å"Until the 1970’s, very few players had agents because teams would not deal with agentsRead MoreThe Collegiate Athletic Association Of College Athletics1098 Words   |  5 Pagesseek new ways to increase revenue from the athlete’s accomplishments. The National Collegiate Athletic Association (NCAA) is the nonprofit governing body of college athletics. The primary task of the NCAA is to oversee the actions of all student athletes and universities to verify that both parties abide by the rules and regulations within the principles of amateurism, defined by the Association. However, the NCAA has been ruthlessly exploiting the athlete’s talents in the hopes of maximizing profitsRead MoreEssay on Salaries Gone Unjustified in the US884 Words   |  4 Pagesmore than that, he will probably make the same amount of money that the farmer will make in his entire lifetime. The salaries of professional athletes are n ot justified because an athlete’s job is to entertain people, because the money is wasted and because other important occupations do not pay as much. Athletes earn millions of dollars while performing. But why is that? An athlete’s purpose is doing well in playing their sport so that they can entertain us. And just how hard do athletes even workRead MoreShould Athletes Be Responsible For The Rising Salaries Of Athletes1025 Words   |  5 Pagesthat â€Å"amazing† life. In the 2015 season Alex Rodriguez who, served as the Yankees Designated Hitter who only had to bat three or four times a game made 21 million dollars. Major League Baseball may be responsible for the rising salaries of athletes. If all 30 teams’ salaries were combined, the total price tag of every big league player would be in excess of $2.02 billion. That translates to $67.6 million per team, and $2.7 million per player (Lefebvre).These athletes are paid for jobs that they onlyRead MoreShould College Athletes Be Paid For Their Athletic Participation?1663 Words   |  7 Pagescompensated via scholarships. Scholarships are payments that are pla ced towards a student’s education. These provide athlete’s food, board, and cover all education expenses. The NCAA provides approximately 1380,000 scholarships to Division I and II sports each year (US News).The majority of athletic scholarships must be renewed each year. In other words, colleges can drop an athlete’s scholarship after the academic year. This puts pressure on students to not only perform well in their sport, but alsoRead More Athletes Essay1124 Words   |  5 PagesMoreover, Schingle compared sports with other field which is Hollywood where he stated that actors are also overpaid in their industry (2008). Bate stressed that most people are jealous that they keep complaining about athlete’s pays (2008). Some people claimed that they pay the athlete’s wages through the ticket money but they did not realize that the endless demand for the tickets and the thirst for the game is what created the high wages (Bate 2008). An athlete has to sacrifice a lot to reach theRead MoreAthletes Understand The Danger Of Using Performance Enhancing Drugs1061 Words   |  5 Pageswhom you have received from God? You are not your own; 20 you were bought at a price. Therefore honor God with your bodies.† (NIV, 1 Cor. 6:19-20.) Most athletes understand the danger of using Performance enhancing drugs (PED). Average length of athlete’s career is about five years; they only have a short time to perform their best. However, some of them still use PED to cheat their way to improve their strength and athleticism. From the article about How Performance-enhancing Drugs Work, Dr. GabeRead MoreShould College Athletes Be Paid?1223 Words   |  5 PagesThere is no doubt some of the highest salaries in America belong to professional athletes. Whether it’s LeBron James’s $19.3 million dollar salary with the Cleveland Cavaliers or Matt Ryan’s $42 million dollar deal with the Atlanta Falcons, professional athl ete’s salaries prove just how valuable the players are to whatever organization they are a part of. (Forbes.com) In 2014 the average professional football franchise was valued at $1.4 billion and the average professional basketball franchise wasRead MoreNba General Manager Of A Nba Team1206 Words   |  5 Pagesand wants are met. General Managers are also the public face of the team. Some great general managers include Danny Aigne, R.C. Buford, Sam Presti, and Mitch Kupchack. General Managers also draft players and handle free agents and contracts. The salary for a GM varies around $1-3 million. A general manager’s hours varies as it takes up most of their time. General Managers typically work all types of seasons. Effective General Managers surround themselves with a good strong staff to help make allRead MoreBuilding Up Their Savings Over The Years1316 Words   |  6 Pagesbudgeted and don’t have enough money for all of your expenses be it for the month or any length of time. With higher pays, comes more things to be taxed on. It is crucial for athletes to investigate all options that will help them to save money. Their salaries are high, but with many people after their money, such as family, friends, and investors, it is important to know the facts and exercise safe money saving strategies. â€Å"There are a host of strategies for reducing your tax bill from tax free muni binds