| Acknowledgments |
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vi | |
| About the Authors |
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x | |
| Preface |
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xiii | |
| Introduction |
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xv | |
| The Emerging Emphasis on Delegation and Empowerment |
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xv | |
| Ten Time-Tested Ways to Defeat Delegation and Eradicate Empowerment |
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xvi | |
| Summary |
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xxi | |
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Delegation and Empowerment are Important and Timely Topics |
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1 | (10) |
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What are Delegation and Empowerment? Delegated Responsibilities Versus Job Descriptions |
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3 | (1) |
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What is the Relationship Between Delegation and Effective Leadership? |
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3 | (3) |
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6 | (1) |
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The ``Me'' Perspective---``How I Can Get My Work Done'' |
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6 | (1) |
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The ``We'' Perspective---``How We Can Get the Work of the Organization Done'' |
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7 | (1) |
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7 | (1) |
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8 | (2) |
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10 | (1) |
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The Significance of Delegation in Administrative Practice |
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11 | (10) |
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11 | (1) |
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11 | (1) |
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12 | (1) |
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The Nature of Administrative Work |
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12 | (4) |
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Relationship Between Delegation and Empowerment and Contemporary Leadership Issues |
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16 | (3) |
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19 | (1) |
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19 | (2) |
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Theoretical Models that Propose Strategies for Effective Delegation |
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21 | (16) |
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21 | (1) |
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21 | (1) |
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22 | (1) |
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22 | (1) |
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Administration: Making and Implementing Decisions |
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23 | (2) |
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Theories of Decision Making and Delegation |
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25 | (8) |
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Herbert Simon and Edwin Bridges: Zone of Acceptance |
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25 | (1) |
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Expanding the Model: Vroom and Yetton's Rules for Member Involvement |
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26 | (2) |
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Exploding the Model: Hersey and Blanchard's Situational Leadership Theory |
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28 | (5) |
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Which Contingencies Affect Delegation and Empowerment? |
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33 | (1) |
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34 | (3) |
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Leader Contingencies and Their Effect on Delegation |
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37 | (14) |
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37 | (1) |
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37 | (1) |
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38 | (1) |
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38 | (1) |
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38 | (4) |
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38 | (2) |
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40 | (2) |
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Leader Traits: Improving the Personal Capacity for Effective Delegation |
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42 | (6) |
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42 | (1) |
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Self-Appraisal as a Guide to Delegation |
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43 | (5) |
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Guides for Leader Participation in Groups |
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48 | (1) |
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48 | (1) |
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49 | (2) |
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Task Contingencies and Their Effect on Delegation |
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51 | (12) |
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51 | (1) |
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51 | (1) |
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52 | (1) |
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52 | (1) |
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Selected Task Contingencies and Delegation |
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53 | (4) |
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53 | (4) |
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Applying the Model to Practice |
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57 | (1) |
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Interactions Between Tasks and Individuals |
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57 | (3) |
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Expanding the Model: A Group Exercise |
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59 | (1) |
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60 | (1) |
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61 | (2) |
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Participant Contingencies and Their Effect on Delegation |
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63 | (18) |
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63 | (1) |
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63 | (1) |
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64 | (1) |
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64 | (1) |
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Selected Individual Attribute Contingencies and Delegation |
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65 | (12) |
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Information-Processing Contingencies |
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65 | (2) |
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Information Processing Contingencies: Applying Your Knowledge |
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67 | (1) |
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67 | (3) |
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Expertise Contingencies: Applying Your Knowledge |
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70 | (1) |
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71 | (3) |
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Motivation Contingencies: Applying Your Knowledge |
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74 | (3) |
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Delegating to Individuals: A Synthesis Model of a Leader's Response to Information Processing, Expertise, and Motivation Contingencies |
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77 | (1) |
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77 | (3) |
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80 | (1) |
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Group Contingencies and Their Effect on Delegation |
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81 | (20) |
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81 | (1) |
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81 | (1) |
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82 | (1) |
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82 | (1) |
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Selected Group Contingencies and Delegation |
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83 | (8) |
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Nature of the Decision or Task |
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84 | (1) |
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84 | (2) |
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Cross-Functional Expertise |
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86 | (1) |
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87 | (1) |
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87 | (1) |
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88 | (1) |
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89 | (2) |
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Suggested Strategies for Principals |
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91 | (6) |
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School Leader's Checklist |
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92 | (1) |
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93 | (1) |
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93 | (3) |
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Tools to Facilitate Group Decision Making and Task Completion |
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96 | (1) |
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96 | (1) |
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96 | (1) |
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97 | (1) |
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97 | (3) |
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100 | (1) |
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Time and Resource Contingencies and Their Effect on Delegation |
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101 | (12) |
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101 | (2) |
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101 | (1) |
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102 | (1) |
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103 | (1) |
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Selected Resource Contingencies and Delegation |
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103 | (2) |
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Fighting the Resource Battle |
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105 | (4) |
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Collaborative Resource Deployment |
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106 | (1) |
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106 | (1) |
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Reducing Scope/Extending Time/Adding People |
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107 | (1) |
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Seeking Additional Resources |
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107 | (1) |
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108 | (1) |
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Summary: A Leader's Response to Resource Constraints |
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109 | (2) |
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111 | (2) |
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Authority/Jurisdiction Contingencies and Their Effect on Delegation |
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113 | (8) |
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113 | (1) |
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113 | (1) |
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114 | (1) |
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114 | (1) |
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Selected Authority Contingencies and Delegation |
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115 | (2) |
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Why Wait Until Now to Discuss Authority Contingencies? |
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115 | (1) |
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115 | (1) |
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Coaxing Out Flexibility: The Trend Toward Waivers |
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116 | (1) |
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Disclosing Parameters in Advance |
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116 | (1) |
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A Word About Collective Bargaining |
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117 | (1) |
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Summary: A Leader's Response to Authority Constraints |
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118 | (2) |
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120 | (1) |
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Effective Delegation and Empowerment: Pulling the Pieces Together |
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121 | (22) |
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Contingencies Affecting Delegation and Empowerment: A Recap |
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121 | (1) |
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First, Use the Organization's Vision and Goals as an Anchor for Delegation and Empowerment |
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122 | (1) |
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Second, Tie It All Together |
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123 | (4) |
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127 | (3) |
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127 | (1) |
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School Environment Outcomes |
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128 | (2) |
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Finally, Take Another Look in the Mirror |
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130 | (7) |
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The Moral Dimension of Delegation and Empowerment |
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137 | (2) |
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137 | (1) |
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Credit Where Credit is Due |
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138 | (1) |
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139 | (1) |
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140 | (3) |
| References |
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143 | |
