Nodding, looking away, or moving toward the door are nonverbal behaviors that illustrate the nonverbal function of <u>regulating</u>.
Actions that may indicate an individual's attitudes or emotions without speech. Nonverbal conduct may be apparent in facial expressions, gaze direction, interpersonal distance, posture and postural modifications, and gestures.
Waving to a friend, pointing to a restaurant menu object, and indicating what number of apples you need with the aid of conserving up 3 fingers are all examples of gestural non-verbal communication.
There are two number one forms of verbal exchange: verbal and nonverbal. With verbal communication, people specific their minds, thoughts, and feelings through spoken or written language. Nonverbal communique makes use of different strategies, which include body language which includes facial expressions, gestures, and more.
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Answer:
Chief Justice Roger Taney declared Missouri Compromise to be illegal and unconstitutional.
Explanation:
The Missouri Compromise seen was a crucial agreement to balance the power in Congress between slave and free states. The purpose of the Missouri Compromise was to settle the dispute. As a result, it banned slavery in the north (Louisiana territory) from the southern line of latitude 36 degrees 30'. It was during The Dred Scott v. Sandford judgment by the Supreme Court found that the Missouri Compromise was illegal. Roger Taney affirmed that the Missouri Compromise was unconstitutional because Congress had no authority to forbid slavery in territories. To justify his statement, he mentions about the Fifth Amendment that gives citizens (slave master) a right to have property rights.
Answer: Juanita is what Kellerman would call <u>an activist</u> follower.
Explanation:
Activists are very committed, invest heavily in people and processes, and are eager to show their support or opposition.
In addition, <u>current followers are influenced by a range of cultural and technological changes</u> that affect what they want and how they perceive and communicate with their supposed leaders.
Kellerman explores the evolving dynamics between leaders and subordinates, and offers a typology that executives can use to determine and appreciate how their followers are different from each other. U<em>sing the level of commitment to a leader or group as a defining facto</em>r, the author classifies followers into five types.
