- Describe the causes of the Civil War, tracing the roots of the war as far back as possible. Were there issues dating from the Revolutionary era that might have caused this conflict? Finally, describe how the war was fought, what advantages each side had, and how the bloodiest war in American history came to an end.
Check out this link for some good ideas on the causes of the war: http://www.historynet.com/causes-of-the-civil-war
- Describe the conflict and tension between statesâ rights and strong federal government that has existed from the 1700s through the Civil War era. What were the major aims of each side of this debate, who were the leaders of these movements? Finally, describe how the fight over statesâ rights versus federalism occurred, using specific examples to make your argument.
Sample Solution
gender-based expectations play a role in evaluations of leadership. Supervisors are rated higher when they comply to the expectations for their gender. This concept is also known as role congruity theory (Douglas, 2012). Goertzen and Fritz (2004) argue that the less job-related information that is available to a leader or subordinate, the more âroomâ is given to gender stereotypes to influence the development of LMX relationships. He also proposed that female leaders are thought to have less access to resources in general, which results in them being rated lower on quality of LMX. This effect is largest when women occupy a role that is seen as traditionally masculine, for example the role of CEO. Carli (2001) found that women whose competence was rated as highly as menâs, are seen as not complying to their gender role. She also noted that mainly men often do not acknowledge womenâs contributions, especially when they perceive incongruence between their acquired position and gender role norms. When women manage to get to the top of a male-dominated organization, they are often perceived to have âbeatâ gender biases. However, these women sometimes achieve such a position by emphasizing how they differ from their female colleagues, stimulating gender bias. These so-called âqueen beesâ are found to have a low gender identification, and to distance themselves or more critically evaluate their female colleagues or subordinates (Derks, Van Laar, Ellemers, & de Groot, 2011). Consistent with these results, Adebayo and Udegbe (2004) argued that as a result of this queen bee syndrome, the relationship between female supervisors and subordinates could be affected negatively. In their 2004 study, they found the female-female dyadic relationship to be of the lowest quality, compared to other dyad combinations. Furthermore, they found male supervisor-female subordinate relationships to be of the highest quality. They explain this result by the paternalism theory, that states that women are seen as children and are to be protected. This would cause male supervisors to be more lenient towards their female subordinates, creating a more supportive and thus high-quality LMX. Gender differences The aforementioned research literature generally implies an inaccuracy of stereotypes, as several studies show a discrepancy between evaluations and actual performance as a result of these stereotypes. However, despite the fact that they can be harmful, stereotypes can be accurate (Hall >
gender-based expectations play a role in evaluations of leadership. Supervisors are rated higher when they comply to the expectations for their gender. This concept is also known as role congruity theory (Douglas, 2012). Goertzen and Fritz (2004) argue that the less job-related information that is available to a leader or subordinate, the more âroomâ is given to gender stereotypes to influence the development of LMX relationships. He also proposed that female leaders are thought to have less access to resources in general, which results in them being rated lower on quality of LMX. This effect is largest when women occupy a role that is seen as traditionally masculine, for example the role of CEO. Carli (2001) found that women whose competence was rated as highly as menâs, are seen as not complying to their gender role. She also noted that mainly men often do not acknowledge womenâs contributions, especially when they perceive incongruence between their acquired position and gender role norms. When women manage to get to the top of a male-dominated organization, they are often perceived to have âbeatâ gender biases. However, these women sometimes achieve such a position by emphasizing how they differ from their female colleagues, stimulating gender bias. These so-called âqueen beesâ are found to have a low gender identification, and to distance themselves or more critically evaluate their female colleagues or subordinates (Derks, Van Laar, Ellemers, & de Groot, 2011). Consistent with these results, Adebayo and Udegbe (2004) argued that as a result of this queen bee syndrome, the relationship between female supervisors and subordinates could be affected negatively. In their 2004 study, they found the female-female dyadic relationship to be of the lowest quality, compared to other dyad combinations. Furthermore, they found male supervisor-female subordinate relationships to be of the highest quality. They explain this result by the paternalism theory, that states that women are seen as children and are to be protected. This would cause male supervisors to be more lenient towards their female subordinates, creating a more supportive and thus high-quality LMX. Gender differences The aforementioned research literature generally implies an inaccuracy of stereotypes, as several studies show a discrepancy between evaluations and actual performance as a result of these stereotypes. However, despite the fact that they can be harmful, stereotypes can be accurate (Hall >
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