Answer: The Montgomery bus boycott.
D It’s always delicious to eat popcorn
Answer:
Despite his gender bias typical of his age, we could just as easily read "every [woman] believes that [she] has a greater possibility."
Emerson maintains that there is something, or at least that we believe there is something, that belongs only to us. As he states: "[T]here is always a residuum unknown, unanalyzable . . . every man believes he has a greater possibility."
Explanation:
When we alter author's words, or add words which are not in the original text, we must put a pair of square brackets - [ ] around the change in our quotation. In this case, the brackets are put both in the first and second quotation, where the text is altered. The first and second option, therefore, correctly cite the source text.
The third example does not correctly cite the source text, as there is a misquotation - in the original text, the "last closet" is mentioned, while in a quotation, it is changed into "the last chamber", without putting the square brackets.
Answer:
I held the necklace in my hand, than my friend gave me.
This maybe be it
Explanation:
Moments that most challenge our sense of self are the ones that can teach us the most about leading effectively.
Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact.
Consider Cynthia, a general manager in a health care organization. Her promotion into that role increased her direct reports tenfold and expanded the range of businesses she oversaw − and she felt a little shaky about making such a big leap. A strong believer in transparent, collaborative leadership, she bared her soul to her new employees: “I want to do this job,” she said, “but it’s scary, and I need your help.” Her candor backfired; she lost credibility with people who wanted and needed a confident leader to take charge.
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Herminia Ibarra
Or take George, a Malaysian executive in an auto parts company where people valued a clear chain of command and made decisions by consensus. When a Dutch multinational with a matrix structure acquired the company, George found himself working with peers who saw decision-making as a freewheeling contest for the best-debated ideas. That style didn’t come easily to him, and it contradicted everything he had learned about humility growing up in his country. In a 360-degree debrief, his boss told him that he needed to sell his ideas and
