21 Apr Module 12: Critical Thinking Assignment Authentic Leadership Authentic leaders are led by their convictions. The experiences of these leaders are critical i
I need CT assignments for two different CTs. On the provided file, I need very professional work. and brilliant. All the requirements are mentioned in the attached.
I will mention the budget price for the two combined together that I am willing to pay in this request.
Question and writing rules
Module 12: Critical Thinking Assignment
QUESTION:
Authentic Leadership
Authentic leaders are led by their convictions. The experiences of these leaders are critical in their development and perceptions (Northouse, 2022, p. 222).
Authentic leaders are genuine, lead with their heart while working toward a vision, and are consistent. Thinking about authentic leadership, address the following:
1. What are five characteristics of authentic leaders?
2. Of the characteristics noted, why are these characteristics important for authentic leaders to possess?
3. Identify an authentic leader and describe how he/she inspires followers.
4. Explain how emotional intelligence impacts an authentic leader’s behavior.
5. Identify three steps that you can take to become an emotionally-intelligent, authentic leader.
Required:
Chapter 9 in Leadership: Theory and Practice
Alshammari, F., Pasay-an, E., Gonzales, F., & Torres, S. (2020). Emotional intelligence and authentic leadership among Saudi nursing leaders in the Kingdom of Saudi Arabia. Journal of Professional Nursing, 36(6), 503-509.
Recommended:
Chapter 9 PowerPoint slides
Kinninmont, J. (2017). Vision 2030 and Saudi Arabia's social contract: Austerity and transformation.
Meet the following requirements:
· Be 5 pages in length (double-spaced), which does not include the title page, abstract, or required reference page, which is never a part of the content minimum requirements.
· Use APA (7th ed) style guidelines.
· Support your submission with course material concepts, principles, and theories from the textbook and at least five scholarly, peer-reviewed journal articles, and three other Current articles are those published in the last five years. Total of 8 Refrances.
Writing rules
· Use a standard essay format for responses to all questions (i.e., an introduction, middle paragraphs, headline (and conclusion).
· Make sure to include all the key points within conclusion section, which is discussed in the assignment. Your way of conclusion should be logical, flows from the body of the paper, and reviews the major points.
· I would like to see more depth for the question
· Responses must be submitted as a MS Word Document only, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size.
· Plagiarism All work must be free of any form of plagiarism.
· Written answers into your own words. Do not simply cut and paste your answers from the Internet and do not copy your answers from the textbook
,
1
Authentic Leadership
Chapter 9
Northouse, Leadership 8e. © SAGE Publications, 2019.
2
2
Overview
Authentic Leadership Description
Authentic Leadership Defined
Approaches to Authentic Leadership
Practical
Theoretical
How Does Authentic Leadership Theory Work?
Northouse, Leadership 8e. © SAGE Publications, 2019.
3
3
Authentic Leadership Description
Authentic Leadership–focuses on whether leadership is genuine
Interest in Authentic Leadership
Increasing in recent times due to social upheavals
People longing for trustworthy leaders
Identified earlier in transformational leadership research but not studied separately
Needed evidence-based research of construct
4
Northouse, Leadership 8e. © SAGE Publications, 2019.
4
Authentic Leadership Defined
Intrapersonal Definition:
Leadership based on self-concept and how self-concept relates to actions (Shamir & Eilam, 2005)
Relies on the life story of the leader
Three Authentic Leadership Characteristics:
ALs exhibit genuine leadership
ALs lead from conviction
ALs are originals, not copies
5
Northouse, Leadership 8e. © SAGE Publications, 2019.
5
Authentic Leadership Defined
Interpersonal Definition:
Leadership is created by leaders and followers together (Eagly, 2005).
It is a reciprocal process because leaders affect followers and followers affect leaders.
6
Northouse, Leadership 8e. © SAGE Publications, 2019.
Authentic Leadership Defined
Developmental Definition:
Leadership can be nurtured and developed over a lifetime (Avolio & Gardner, 2005)
Can be triggered by major life events
Leader behavior is grounded in positive psychological qualities and strong ethics
Four authentic leadership components:
Self-awareness
Internalized moral perspective
Balanced processing
Relational transparency
7
Northouse, Leadership 8e. © SAGE Publications, 2019.
7
Practical Approaches to Authentic Leadership
Bill George (2003, 2007)
Leader characteristic model
Leaders have genuine desire to serve others
Five characteristics of authentic leaders
Understand their purpose
Strong values
Trusting relationships
Self-discipline
Act from the heart (mission)
8
Northouse, Leadership 8e. © SAGE Publications, 2019.
8
Practical Approaches to Authentic Leadership
9
Northouse, Leadership 8e. © SAGE Publications, 2019.
Figure 9.1: Authentic Leadership Characteristics
9
Theoretical Approaches to Authentic Leadership
Recent Research Spurred By
Leadership summit publications (2005)
Social upheaval and desire for leadership that serves the common good
Need to explore meaning of authentic leadership and create theoretical framework
Need to define the construct of authentic leadership
10
Northouse, Leadership 8e. © SAGE Publications, 2019.
10
Definition of Authentic Leadership
“A pattern that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development.”
-Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008)
11
Northouse, Leadership 8e. © SAGE Publications, 2019.
11
Basic Model of Authentic Leadership
Four Components
Self-awareness
Reflecting on one’s core values, identity, emotions, motives
Being aware of and trusting one’s own feelings
Internalized moral perspective
Self-regulatory process using internal moral standards to guide behavior
Balanced processing
Ability to analyze information objectively and explore other people’s opinions before making a decision
Relational transparency
Being open and honest in presenting one’s true self to others
12
Northouse, Leadership 8e. © SAGE Publications, 2019.
12
Factors That Influence Authentic Leadership
Positive psychological capacities
Confidence
Hope
Optimism
Resilience
Moral Reasoning Capacities
Deciding right and wrong
Promoting justice, greater good of the organization or community
13
Northouse, Leadership 8e. © SAGE Publications, 2019.
13
Factors That Influence Authentic Leadership
Critical Life Events
Positive or negative
Act as a catalyst for change
People attach insights to their life experiences
When people tell life stories they gain clarity about who they are
Stimulate personal growth
14
Northouse, Leadership 8e. © SAGE Publications, 2019.
How Does Authentic Leadership Theory Work?
Strengths
Criticisms
Application
Northouse, Leadership 8e. © SAGE Publications, 2019.
15
15
How Does Authentic Leadership Theory Work?
AL is a complex, developmental process
The practical approaches are prescriptive:
George (2003)–Five characteristics leaders need to be authentic
Theoretical approach describes what accounts for AL:
Four attributes
Attributes developed over lifetime, often through critical events
Effects on followers:
AL correlates with employee thriving, creativity, hope, optimism, trust, and engagement
16
Northouse, Leadership 8e. © SAGE Publications, 2019.
Strengths
Fulfills society’s expressed need for trustworthy leadership. Fills a void in an uncertain world.
Provides broad guidelines for those who want to become authentic leaders. Both practical and theoretical approaches provide a map.
Like transformational and servant leadership, AL has an explicit moral dimension; focus on collective good.
Unlike traits that only some people exhibit, everyone can learn to be more authentic.
Can be measured using an established instrument (ALQ).
17
Northouse, Leadership 8e. © SAGE Publications, 2019.
17
Criticisms
The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated.
The moral component of AL is not fully explained. It’s unclear how higher values such as justice inform authentic leadership.
The rationale for including positive psychological capacities as a part of AL has not been clearly explained by researchers.
New research is needed to determine if AL works well with Millennial generation.
The link between authentic leadership and positive organizational outcomes is unclear. It is also not clear whether AL is sufficient to achieve organizational goals.
18
Northouse, Leadership 8e. © SAGE Publications, 2019.
18
Application
People have the capacity to become authentic leaders. It is a lifelong learning process.
Human resource departments may be able to foster authentic leadership behaviors in employees who move into leadership positions.
Leaders are always trying to do the “right” thing, to be honest with themselves and others, and to work for the common good.
Leaders are shaped by critical life events that lead to growth and greater authenticity.
19
Northouse, Leadership 8e. © SAGE Publications, 2019.
19
,
1
2
LEADERSHIP
Ninth Edition
3
4
DEDICATION To Madison, Isla, Sullivan, and Edison
5
6
LEADERSHIP
Theory and Practice
Ninth Edition
Peter G. Northouse
Western Michigan University
Los Angeles
London
New Delhi
Singapore
Washington DC
7
Melbourne
8
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]m
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
18 Cross Street #10-10/11/12
China Square Central
Singapore 048423
Copyright © 2022 by SAGE Publications, Inc.
All rights reserved. Except as permitted by U.S. copyright law, no part of this work may be reproduced or distributed in any form or by any means, or
9
stored in a database or retrieval system, without permission in writing from the publisher.
All third party trademarks referenced or depicted herein are included solely for the purpose of illustration and are the property of their respective
owners. Reference to these trademarks in no way indicates any relationship with, or endorsement by, the trademark owner.
Printed in Canada
Library of Congress Cataloging-in-Publication Data
Names: Northouse, Peter Guy, author.
Title: Leadership : theory and practice / Peter G. Northouse, Western Michigan University.
Description: Ninth Edition. | Thousand Oaks : SAGE Publishing, 2021. | Revised edition of the author’s Leadership, [2019] | Includes bibliographical references and index.
Identifiers: LCCN 2020045038 | ISBN 9781544397566 (paperback) | ISBN 9781071836149 | 9781071834466 (epub) | ISBN 9781071834473 (epub) | ISBN
9781071834480 (pdf)
Subjects: LCSH: Leadership. | Leadership—Case studies.
Classification: LCC HM1261 .N67 2021 | DDC 303.3/4—dc23 LC record available at https://lccn.loc.gov/2020045038
This book is printed on acid-free paper.
21 22 23 24 25 10 9 8 7 6 5 4 3 2 1
Acquisitions Editor: Maggie Stanley
Content Development Editor: Lauren Gobell
Editorial Assistant: Sarah Wilson
Production Editor: Tracy Buyan
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
10
Proofreader: Jennifer Grubba
Indexer: Integra
Cover Designer: Gail Buschman
Marketing Manager: Jennifer Jones
11
12
BRIEF CONTENTS
Preface Acknowledgments About the Author About the Contributors Chapter 1 Introduction Chapter 2 Trait Approach Chapter 3 Skills Approach Chapter 4 Behavioral Approach Chapter 5 Situational Approach Chapter 6 Path–Goal Theory Chapter 7 Leader–Member Exchange Theory Chapter 8 Transformational Leadership Chapter 9 Authentic Leadership Chapter 10 Servant Leadership Chapter 11 Adaptive Leadership Chapter 12 Inclusive Leadership Chapter 13 Followership Chapter 14 Gender and Leadership Chapter 15 Leadership Ethics Chapter 16 Team Leadership References Author Index Subject Index
13
14
DETAILED CONTENTS
Preface Acknowledgments About the Author About the Contributors Chapter 1 Introduction
Leadership Defined Ways of Conceptualizing Leadership Definition and Components
Leadership Described Trait Versus Process Leadership Assigned Versus Emergent Leadership Leadership and Power Leadership and Coercion Leadership and Morality
Leadership Is a Neutral Process Leadership Is a Moral Process
Leadership and Management Plan of the Book Case Study Case 1.1 Open Mouth . . . Leadership Instrument Conceptualizing Leadership Questionnaire Summary
Chapter 2 Trait Approach Description
Intelligence Self-Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadership Strengths and Leadership Emotional Intelligence
How Does the Trait Approach Work? Strengths
15
Criticisms Application Case Studies
Case 2.1 Choosing a New Director of Research Case 2.2 Recruiting for the Bank Case 2.3 Elon Musk
Leadership Instrument Leadership Trait Questionnaire (LTQ)
Summary Chapter 3 Skills Approach
Description Three-Skill Approach
Technical Skills Human Skills Conceptual Skills Summary of the Three-Skill Approach
Skills Model Individual Attributes Competencies Influences on Skills Development Leadership Outcomes Summary of the Skills Model
How Does the Skills Approach Work? Strengths Criticisms Application Case Studies
Case 3.1 A Strained Research Team Case 3.2 Andy’s Recipe Case 3.3 2019 Global Teacher of the Year: Peter Tabichi
Leadership Instrument Skills Inventory
Summary Chapter 4 Behavioral Approach
Description Task and Relationship Behaviors Task Orientation
16
Relationship Orientation Historical Background of the Behavioral Approach
The Ohio State Studies The University of Michigan Studies Blake and Mouton’s Managerial (Leadership) Grid Paternalism/Maternalism Opportunism
Recent Studies How Does the Behavioral Approach Work? Strengths Criticisms Application Case Studies
Case 4.1 A Drill Sergeant at First Case 4.2 We Are Family Case 4.3 Cheer Coach Monica Aldama
Leadership Instrument Leadership Behavior Questionnaire
Summary Chapter 5 Situational Approach
Description Leadership Style Development Level
How Does SLII® Work? Strengths Criticisms Application Case Studies
Case 5.1 Marathon Runners at Different Levels Case 5.2 Getting the Message Across Case 5.3 Philosophies of Chinese Leadership
Leadership Instrument SLII® Questionnaire: Sample Items
Summary Chapter 6 Path–Goal Theory
Description Leader Behaviors
17
Directive Leadership Supportive Leadership Participative Leadership Achievement-Oriented Leadership
Follower Characteristics Task Characteristics
How Does Path–Goal Theory Work? Strengths Criticisms Application Case Studies
Case 6.1 Three Shifts, Three Supervisors Case 6.2 Playing in the Orchestra Case 6.3 Row the Boat
Leadership Instrument Path–Goal Leadership Questionnaire
Summary Chapter 7 Leader–Member Exchange Theory
Description Early Studies Later Studies Leadership Development
Emotions and LMX Development How Does LMX Theory Work? Strengths Criticisms Application Case Studies
Case 7.1 His Team Gets the Best Assignments Case 7.2 Working Hard at Being Fair Case 7.3 Pixar: Creating Space for Success
Leadership Instrument LMX-7 Questionnaire
Summary Chapter 8 Transformational Leadership
Description Transformational Leadership Defined
18
Transformational Leadership and Charisma A Model of Transformational Leadership
Transformational Leadership Factors Transactional Leadership Factors Nonleadership Factor Transformational Leadership Measurements
Other Transformational Perspectives Bennis and Nanus Kouzes and Posner
How Does the Transformational Leadership Approach Work? Strengths Criticisms Application Case Studies
Case 8.1 The Vision Failed Case 8.2 An Exploration in Leadership Case 8.3 Grandmothers and Benches
Leadership Instrument Transformational Leadership Inventory
Summary Chapter 9 Authentic Leadership
Description Authentic Leadership Defined Approaches to Authentic Leadership
Practical Approach Theoretical Approach
How Does Authentic Leadership Work? Strengths Criticisms Application Case Studies
Case 9.1 Am I Really a Leader? Case 9.2 Kassie’s Story Case 9.3 The Arena of Authenticity
Leadership Instrument Authentic Leadership Self-Assessment Questionnaire
Summary
19
Chapter 10 Servant Leadership Description
Servant Leadership Defined Historical Basis of Servant Leadership Ten Characteristics of a Servant Leader Building a Theory About Servant Leadership
Model of Servant Leadership Antecedent Conditions Servant Leader Behaviors Outcomes Summary of the Model of Servant Leadership
How Does Servant Leadership Work? Strengths Criticisms Application Case Studies
Case 10.1 Global Health Care Case 10.2 Servant Leadership Takes Flight Case 10.3 Energy to Inspire the World
Leadership Instrument Servant Leadership Questionnaire
Summary Chapter 11 Adaptive Leadership
Description Adaptive Leadership Defined
A Model of Adaptive Leadership Situational Challenges
Technical Challenges Technical and Adaptive Challenges Adaptive Challenges
Leader Behaviors Adaptive Work
How Does Adaptive Leadership Work? Strengths Criticisms Application Case Studies
20
Case 11.1 Silence, Stigma, and Mental Illness Case 11.2 Taming Bacchus Case 11.3 Agonizing Options for Marlboro College
Leadership Instrument Adaptive Leadership Questionnaire
Summary Chapter 12 Inclusive Leadership
Description Inclusion Defined
A Model of Inclusive Leadership Antecedent Conditions
Leader Characteristics Group Diversity Cognitions Organizational Policies and Practices
Inclusive Leadership Behaviors Outcomes
How Does Inclusive Leadership Work? Strengths Criticisms Application
Assessment Challenge Support
Case Studies Case 12.1 Difficult Decision Case 12.2 The Extraversion Advantage Case 12.3 Inclusive Leadership During a Crisis
Leadership Instrument Inclusive Leadership Reflection Instrument
Summary Chapter 13 Followership
Description Followership Defined Role-Based and Relational-Based Perspectives Typologies of Followership
The Zaleznik Typology The Kelley Typology
21
The Chaleff Typology The Kellerman Typology
Theoretical Approaches to Followership Reversing the Lens The Leadership Co-Created Process New Perspectives on Followership
Perspective 1: Followers Get the Job Done Perspective 2: Followers Work in the Best Interest of the Organization’s Mission Perspective 3: Followers Challenge Leaders Perspective 4: Followers Support the Leader Perspective 5: Followers Learn From Leaders
Followership and Destructive Leaders 1. Our Need for Reassuring Authority Figures 2. Our Need for Security and Certainty 3. Our Need to Feel Chosen or Special 4. Our Need for Membership in the Human Community 5. Our Fear of Ostracism, Isolation, and Social Death 6. Our Fear of Powerlessness to Challenge a Bad Leader
How Does Followership Work? Strengths Criticisms Application Case Studies
Case 13.1 Bluebird Care Case 13.2 Olympic Rowers Case 13.3 Penn State Sexual Abuse Scandal
Leadership Instrument Followership Questionnaire
Summary Chapter 14 Gender and Leadership
Description The Glass Ceiling Turned Labyrinth
Evidence of the Leadership Labyrinth Understanding the Labyrinth
Gender Differences in Leadership Styles and Effectiveness
22
Navigating the Labyrinth Strengths Criticisms Application Case Studies
Case 14.1 The “Glass Ceiling” Case 14.2 Pregnancy as a Barrier to Job Status Case 14.3 Jacinda Ardern, Prime Minister of New Zealand
Leadership Instrument Gender-Leader Bias Questionnaire
Summary Chapter 15 Leadership Ethics
Description Ethics Defined
Level 1. Preconventional Morality Level 2. Conventional Morality Level 3. Postconventional Morality
Ethical Theories Centrality of Ethics to Leadership Heifetz’s Perspective on Ethical Leadership Burns’s Perspective on Ethical Leadership The Dark Side of Leadership Principles of Ethical Leadership
Ethical Leaders Respect Others Ethical Leaders Serve Others Ethical Leaders Are Just Ethical Leaders Are Honest Ethical Leaders Build Community
Strengths Criticisms Application Case Studies
Case 15.1 Choosing a Research Assistant Case 15.2 Reexamining a Proposal Case 15.3 Ship Shape
Leadership Instrument Ethical Leadership Style Questionnaire (Short Form)
23
Summary Chapter 16 Team Leadership
Description Team Leadership Model
Team Effectiveness Leadership Decisions Leadership Actions
How Does the Team Leadership Model Work? Strengths Criticisms Application Case Studies
Case 16.1 Team Crisis Within the Gates Case 16.2 Starts With a Bang, Ends With a Whimper Case 16.3 1980 U.S. Olympic Hockey Team
Leadership Instrument Team Excellence and Collaborative Team Leader Questionnaire
Summary References Author Index Subject Index
24
25
PREFACE As this ninth edition of Leadership: Theory and Practice goes to press, the number of confirmed deaths worldwide from the COVID-19 pandemic is over 1 million. The horrific nature of this pandemic has challenged societies on a global scale and highlights for all of us the importance of understanding how leadership works and the value of leadership in times of crisis. To that end, this edition is written with the objective of bridging the gap between the often-simplistic popular approaches to leadership and the more abstract theoretical approaches. Like the previous editions, this edition reviews and analyzes a selected number of leadership theories, giving special attention to how each theoretical approach can be applied in real- world organizations. In essence, my purpose is to explore how leadership theory can inform and direct the way leadership is practiced.
26
NEW TO THIS EDITION
First and foremost, this edition includes a new chapter on inclusive leadership, which examines the nature of inclusive leadership, its underpinnings, and how it functions. Authored by two scholars in the areas of diversity and inclusion, Donna Chrobot-Mason and Quinetta Roberson, the chapter presents definitions, a model, and the latest research and applications of this emerging approach to leadership. Underscored in the chapter is how inclusion is an integration of two factors: (1) an individual’s connectedness to others and (2) a person’s uniqueness. Finally, this new chapter provides case studies and leadership instruments to explore how to practice inclusive leadership in a variety of contexts.
In addition to the discussion of inclusive leadership in Chapter 12, this edition includes an expanded analysis of leadership and morality—the “Hitler Question.” It discusses the perplexing question of whether the process of leadership is inherently a moral process that is concerned with the common good or whether it is a neutral process that is not dependent on promoting the common good.
Another new feature in this edition is the inclusion of a real-world case study in each chapter. Because it is important to acknowledge and see real leaders exhibiting the behaviors and concepts behind the leadership approaches discussed in the text, the third case study in each chapter profiles a leader that epitomizes the chapter’s concepts. These new real- world case studies include profiles from across the globe including a mental health program utilizing grandmothers in Africa, an Italian energy company, and New Zealand prime minister Jacinda Ardern. In addition, there are profiles of leaders responding to crisis including closing a college and battling COVID-19 on a U.S. aircraft carrier.
This edition retains many special features from previous editions but has been updated to include new research findings, figures and tables, and everyday applications for many leadership topics including leader–member exchange theory, transformational and authentic leadership, team leadership, the labyrinth of women’s leadership, and historical definitions of
27
leadership. In addition, it includes an expanded look at the relationship between emotional intelligence and leadership. The format of this edition parallels the format used in earlier editions. As with previous editions, the overall goal of Leadership: Theory and Practice is to advance our understanding of the many different approaches to leadership and ways to practice it more effectively.
28
SPECIAL FEATURES
Although this text presents and analyzes a wide range of leadership research, every attempt has been made to present the material in a clear, concise, and interesting manner. Reviewers of the book have consistently commented that clarity is one of its major strengths. In addition to the writing style, several other features of the book help make it user-friendly.
Each chapter follows the same format: It is structured to include first theory and then practice.
Every chapter contains a discussion of the strengths and criticisms of the approach under consideration, and assists readers in determining the relative merits of each approach.
Each chapter includes an application section that discusses the practical aspects of the approach and how it could be used in today’s organizational settings.
Three case studies are provided in each chapter to illustrate common leadership issues and dilemmas. Thought-provoking questions follow each case study, helping readers to interpret the case.
A questionnaire is provided in each of the chapters to help readers apply the approach to their own leadership style or setting.
Figures and tables illustrate the content of the theory and make the ideas more meaningful.
Throug
Our website has a team of professional writers who can help you write any of your homework. They will write your papers from scratch. We also have a team of editors just to make sure all papers are of HIGH QUALITY & PLAGIARISM FREE. To make an Order you only need to click Ask A Question and we will direct you to our Order Page at WriteEdu. Then fill Our Order Form with all your assignment instructions. Select your deadline and pay for your paper. You will get it few hours before your set deadline.
Fill in all the assignment paper details that are required in the order form with the standard information being the page count, deadline, academic level and type of paper. It is advisable to have this information at hand so that you can quickly fill in the necessary information needed in the form for the essay writer to be immediately assigned to your writing project. Make payment for the custom essay order to enable us to assign a suitable writer to your order. Payments are made through Paypal on a secured billing page. Finally, sit back and relax.
Do you need help with this question?
Get assignment help from WriteEdu.com Paper Writing Website and forget about your problems.
WriteEdu provides custom & cheap essay writing 100% original, plagiarism free essays, assignments & dissertations.
With an exceptional team of professional academic experts in a wide range of subjects, we can guarantee you an unrivaled quality of custom-written papers.
Chat with us today! We are always waiting to answer all your questions.