African American Theatre 2 Essay Example for Free

African American Theatre 2 Essay African American Theater started out, hundreds of years ago, as a foundation of amusement for the black community. The theater was a place where African Americans, equally men and women, could work, study, and perfect their expertise. The beginning of African American theater set in motion back in the 1830’s, and it eventually became one of America’s most prevalent sources of entertainment Over the course of over one and a half decades, there has been an apparent transformation within the dominion of African American theater. For example, African Americans have prevailed over the intense burden of subjugation in forms such as political affairs, comfortable residency and most significantly, equal human rights. One of the most apparent leisure pursuits that were in remission from African-Americans came in the appearance of the performing arts, more particularly film. During this time, the society in general would not permit, for example, blacks to drink from the same water fountain, so to share the same onstage experiences or television effects was, without a doubt, not even simply prohibited but unheard of. However, as time went by, the potency of the hopeful African American actors and actresses weighed down the greater part of the general society, and society ceased being able to keep African Americans from appearing on stage and on television. For the longest time, the stage became and stayed the only way for African Americans to communicate the deep sorrow and oppression that the society, particularly the white population, had placed in front of them. Through acting, in addition to both singing and dancing, African Americans were able to, mentally and spiritually, go to a place that no tormenter could find them. With this new form of communication, African Americans found a new method of endurance, and acting was the fundamental technique. Even though the African American actors and actresses were forced to take the road of continued existence in the theater to gain self contentment, it was, as an understatement, not unproblematic. For the longest moments in time, African American actors and actresses were not permitted to step foot on stage. However, black actors were instead ridiculed by Caucasian actors in what they called black face. Black face was a performance where white actors and actresses would literally conceal their faces with black paint and makeup, so as to imitate an African American actor. From this falsification of the hopeful actors, derogatory names such as Tom, Mulatto, Mammy, Coon, and Buck resulted. Similar to Black Face, there was what is called Minstrel Shows. Minstrel shows, which consisted of comic skits, variety acts, dancing, and music, ridiculed and made fun of African Americans in the most disapproving ways. According to these shows, black people were looked upon as ignorant, lazy, and unreasonable, but also cheerful and melodious. Broadway, which is the heart of theater for Americans, had been closed to blacks for more than a decade. However, this was only until the African American musical â€Å"Shuffle Along† turned out to be a runaway success, which some historians believe was the beginning of the Harlem Renaissance. The first African American play to be produced on Broadway was The Chip Womans Fortune in 1923, written by Willis Richardson. In the year of 1959, Lorraine Hansberry, a famous playwright, became the first African American woman to have her play produced and performed on Broadway. Hansberry’s play, titled A Raisin in the Sun, became an outlet for a continual assembly of plays by African American playwrights who often brought their own individual occurrences in the great effort in opposition to racial discrimination to the theater plays that they produced. . By the revolving of this period, the minstrel show enjoyed but a shadow of its former popularity, having been replaced for the most part by vaudeville. It survived as professional entertainment until about 1910; amateur performances continued until the 1960s in high schools, fraternities, and local theaters. As blacks began to score legal and social victories against racism and to successfully assert political power, minstrelsy lost popularity. The typical minstrel performance followed a three-act structure. The troupe first danced onto stage then exchanged wisecracks and sang songs. The second part featured a variety of entertainments, including the pun-filled stump speech. The final act consisted of a slapstick musical plantation skit or a send-up of a popular play. Minstrel songs and sketches featured several stock characters, most popularly the slave and the dandy. These were further divided into sub-archetypes such as the mammy, her counterpart the old darky, the provocative mulatto wench, and the black soldier. Minstrels claimed that their songs and dances were authentically black, although the extent of the black influence remains debated. Spirituals (known as jubilees) entered the repertoire in the 1870s, marking the first undeniably black music to be used in minstrelsy. Blackface minstrelsy was the first distinctly American theatrical form. In the 1830s and 1840s, it was at the core of the rise of an American music industry, and for several decades it provided the lens through which white America saw black America. On the one hand, it had strong racist aspects; on the other, it afforded white Americans a singular and broad awareness of significant aspects of African American culture.

AIDS Em Sao Paulo(POR) :: Free AIDS Essays

AIDS em Sà £o Paulo O Brasil ocupa lugar de destaque entre os paà ­ses com maior nà ºmero de casos conhecidos de AIDS, contabilizando 170.073 casos (atà © 30/08/99), com a epidemia sem evidencias de controle. A AIDS vem infectando principalmente pessoas cada vez mais jovens e pobres. As prà ¡ticas sexuais sà £o as formas de transmissà £o mais importante. Por outro lado, as mulheres và ªm sendo infectadas mais e mais, com uma velocidade de aumento da epidemia superior ao que ocà ºrre entre os homens, sendo que nos à ºltimos anos a relaà §Ãƒ £o entre os casos notificados em homens e mulheres à © de 3 a 1. Um reflexo da epidemia alcanà §a cada vez mais as mulheres, à © a crescente repercussà £o na transmissà £o materno-infantil do HIV. No Estado de Sà £o Paulo, este situaà §Ãƒ £o à © particularmente mais grave, aqui jà ¡ foram notificados 85.590 casos de AIDS (atà © 31/12/99), que à © cerca de 50% dos casos notificados no Brasil. A Cidade de Sà £o Paulo, com uma populaà §Ãƒ £o 30.000.000 habitantes, acumula 39.042 casos notificados (atà © 31/12/99), representando praticamente 25% dos casos do Paà ­s. Aqui, a AIDS, representa a segunda causa de morte entre homens adultos desde 1991 e a primeira causa de morte entre as mulheres da mesma faixa età ¡ria desde 1993. Com 70% da populaà §Ãƒ £o que ganha atà © tres salà ¡rios mà ­nimos e quatro milhà µes de menores abandonados, nà £o à © difà ­cil compreender a suitaà §Ãƒ £o. O crescimiento pode ser justificado por và ¡rias razà µes, tais como: mudanà §as do comportamento sexual; a relaà §Ãƒ £o direta e indireta com as drogas; a epidemia de AIDS; a dificuldade dos portadores de DST no acesso aos servià §os pà ºblicos de saà ºde; entre outras. Esta dificuldade de acesso aos servià §os pà ºblicos de saà ºde à © observada em muitos estudos. Sà £o Paulo, sendo a cidade mais grande do Latin America, da um terrà ­vel prognà ³stico de o que pode ocorrer no resto de continente.

Referent and Expert Power

CNUR 833 Week 9 discussion question Summary Outline: Leadership Read the following chapter : Robbins, S. P. , Coulter, M. & Langton, M. (2009). Management (9th Canadian ed. ). Toronto: Pearson Prentice Hall. Chapter 12 Review Week 9 Presentation (Found in Course Materials under Weekly Presentations) Focus on the following elements: 1. How leaders and managers differ. LEADERS †¢ Develop vision and long term objectives, plans strategy and tactics †¢ Exhibits leading Beauvoir. Acts to bring change in others congruent with long term objectives †¢ Innovates for the entire organization †¢ Asks what and why to change standard practice †¢ creates vision and meaning for the organization †¢ uses transformational influence: induces change in values, attitudes, behaviour using personal examples and expertise †¢ uses empowering strategies to make followers internalize values †¢ status quo challenger and change creator MANAGERS engages in day to day care taker activities, maintain and allocate resources †¢ exhibits supervisory behaviour : acts to make others maintain standard job behaviour †¢ administers subsystems within organizations †¢ asks how and when to engage in standard practice †¢ uses transactional influence: induces compliance in manifest behaviour using rewards, sanctions and formal authority †¢ relies on control strategies to get thing done by subordinates †¢ status quo supporter and stabilizer 2. How various theories improve our understanding of leadership? Trait theories- early research unable to find the difference leaders from non- leaders †¢ Later research on the leadership process identified 7 traits associated with successful leadership- drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion †¢ Behavioural theories identified 3 leadership styles- 1. autocratic style- centralized authority, low participation 2. democratic style-involvement, high participation, feedback 3. laissez-faire style- hands -off management Leader behaviour Research findings mixed results- †¢ no specific style was consistently better for producing better performance †¢ employees were more satisfied under a democratic leader than an autocratic leader 4. How managers use power and trust to enhance leadership. For manager to lead, manger should have the leadership skill to empower and influence the team or individual to achieve organizational goals by building trust and using power effectively. There are 5 sources of leader power identified: POWER 1. Legitimate power and authority are the same. Leader in position power also likely to have reward and coercive power 2. Coercive power-leaders have the ability to punish or control e. g. employee’s suspension and demotion or assign unpleasant or desirable work to the workers. Followers react to the power out of fear and consequences for not compliance 3. Reward power- give positive benefits and rewards including anything that another person values e. g. money, favourable performance appraisals, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories. . Expert power- influence based on expertise, special skills, or knowledge. Managers depend on employees’ expert to achieve the organization’s goals due to jobs have become more specialized. 5. Referent power-based on desirable resources or personal traits. Develop out of admiration of another and a desire to be like that person by modelling behaviour and attitudes after the individual DEVELOPING TRUST AND CR EDIBILITY TRUST include 5 dimensions 1. integrity- honesty and truthfulness 2. competence- technical and interpersonal knowledge and skills 3. onsistency- reliability, predictability, and good judgement in handling situation 4. loyalty- willingness to protect a person, physically and emotionally 5. openness- willingness to share ideas and information freely †¢ Honesty is the most important characteristic of admired leader †¢ Credible leaders are competent and inspiring †¢ Able to communicate effectively their confidence and competence and inspiration †¢ Trust and integrity are interrelated and interchangeable Post your views one the 2 discussion questions in the discussion threads. . Describe the differences between a transactional leader and a transformational leader. †¢ Transactional leaders is more of management leadership style by telling what they wanted the employees to do and give clear structure and expectation to their followers what is expected and required to do the job with full responsibility †¢ Reward for success of compliances and effort and punishment for failure to motivate employees to achieve short term goal and not long-term goal by increase their performance or productivity. Followers are expected to do the job as an order whether or not there are resources or capability to do it. Employees obey to do the assignment by negotiating a contract with benefits and incentive. †¢ This leadership style has least interest in changing the working environment and ineffective in promoting job satisfaction. Transformation leadership †¢ Defined as charismatic leaders of change agents who have confidence and belief in themselves by developing vision and putting their passion and energy to take care of their subordinates to success. with clear vision and direction leaders will be able to inspire their followers to buy into it in order achieve their common goal for the organization †¢ Some of the characteristics of transformation leader are enthusiasm, active and good listener, visible, build trust, persistent, keep up the momentum by motivating and rallying their followers, show followers their behaviours and attitudes the way every ones else should behave, commitment, celebrate with success, †¢ This type of leadership enables the leaders to transform organization as they are people oriented and success comes first. Transformational Leaders also tend to see the big picture, but not the details, which could cause failure and also their followers are kept going and may also cause them to give up. References: Robbins, S. P. , Coulter, M. & Langton, M. (2009). Management (9th Canadian ed. ). Toronto: Pearson Prentice Hall. Transformation Leadership. Retrieved on 15-3-2010 from http://changingminds. org/disciplines/leadership/styles/transformational_leadership. htm 2. What types of power are available in your current nursing situation? Which types do you use most often and why? The types of powers most often used by nurses are expert power and referent power. This is because nurses have expert power as they possess skill and knowledge; professional specialized in nursing care that is relevant to the job or tasks. Public and patients look up on nurses for quality of care and health knowledge for their expertise. Thus nurses have the power to influence patients as well as team members by exhibiting trust, honesty, credibility, accountability and integrity. Nurses also have referent power being admired by patient, staff and students. Therefore those who admire nurses with referent power will be over power by the nurses and attempt to model behaviour and attitudes after them. This is because the followers believe the leader posses the quality that they would like to possess. Transactional Leadership 72 rate or flag this page By Edi Kurnik [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] [pic]A – Z of Leadership †¢ A – Z of Leadership How To Improve Your Leadership Skills By Using The Same Secrets Great Leaders Like Gandhi, Martin Luther King, and Alexander The Great Used To Inspire, Motivate and Persuade Virtually Anyone†¦ Related Hubs Leadership Styles †¢ Quotes on Leadership [pic][pic] [pic][pic][pic]Transactional Leadership Leadership style plays a crucial role in the development of an organization. Transactional leadership is of the leadership style that is often used by many companies. Transactional leadership believes that punishment and reward motivate people. This leadership also assumes that when people agree to do a particular assignment, a part of that agreement is that they give up all authority to their boss. The leader holds control and power over the subordinates. The main goal of the employee is to obey the orders of their managers. The idea is that when a subordinate takes up a job, he or she agrees to obey their manager totally. The ‘transaction' is the money or any other award that the company pays to its subordinates for their compliance and effort. The relationship between the subordinate and the leader becomes transactional. In transactional leadership the leader has the right to punish his or her subordinates if their performance is not according to the predetermined standard. Transactional leadership makes clear that what is equired and expected from their subordinates. It also mentions that subordinates will get award if they follow the orders seriously. Sometimes punishments are not mentioned but they are understood. In the early stages of transactional leadership, subordinate is in the process of negotiating the contract. The contract specifies fixed salary and the benefits that will be given to the subordinate. Rewards are g iven to subordinates for applied effort. Some organization use incentives to encourage their subordinates for greater productivity. Transactional leadership is a way of increasing the performance of its subordinates by giving them rewards. Transactional leadership is also called as ‘true leadership style as it focuses on short term goals instead of long term goals. In Transactional leadership, when the leader assigns work to its subordinates, then it is the responsibility of the subordinate to see that the assigned task is finished on time. If the assigned task is not completed on time or if something then punishment is given for their failure. But if they accomplish the task in time then the subordinates are given reward for successfully completing the task. Subordinates are also given award and praised for exceeding expectations. A subordinate whose performance is below expectation is punished and some action is taken to increase his or her performance. Transactional leadership has more of a ‘telling style'. Transactional leadership is based on the fact that reward or punishment is dependent on the performance. Even though researchers have highlighted its limitations, transactional leadership is still used by many employers. More and more companies are adopting transactional leadership to increase the performance of its employees. This approach is prevalent in real workplace. The main limitation of this leadership is that it assumes that people are largely motivated by simple rewards. Under transactional leadership, employees can't do much to improve job satisfaction. Transaction leadership has been ineffective in providing skilled employees to their organization. This style of leadership is least interested in changing the work environment. Experts do not recommend this approach. Transactional leadership focuses more on management of punishments and rewards. [pic]Rate it:   up   down Transactional Leadership Disciplines ; Leadership ; Leadership styles ; Transactional Leadership Assumptions | Style | Discussion  | See also Assumptions People are motivated by reward and punishment. Social systems work best with a clear chain of command. When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. The prime purpose of a subordinate is to do what their manager tells them to do. Style The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company (and by implication the subordinate's manager) gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). The transactional leader often uses management by exception, working on the principle that if something is operating to defined (and hence expected) performance then it does not need attention. Exceptions to expectation require praise and reward for exceeding expectation, whilst some kind of corrective action is applied for performance below expectation. Whereas Transformational Leadership has more of a ‘selling' style, Transactional Leadership, once the contract is in place, takes a ‘telling' style. Discussion Transactional leadership is based in contingency, in that reward or punishment is contingent upon performance. Despite much research that highlights its limitations, Transactional Leadership is still a popular approach with many managers. Indeed, in the Leadership vs. Management spectrum, it is very much towards the management end of the scale. The main limitation is the assumption of ‘rational man', a person who is largely motivated by money and simple reward, and hence whose behavior is predictable. The underlying psychology is Behaviorism, including the Classical Conditioning of Pavlov and Skinner's Operant Conditioning. These theories are largely based on controlled laboratory experiments (often with animals) and ignore complex emotional factors and social values. In practice, there is sufficient truth in Behaviorism to sustain Transactional approaches. This is reinforced by the supply-and-demand situation of much employment, coupled with the effects of deeper needs, as in Maslow's Hierarchy. When the demand for a skill outstrips the supply, then Transactional Leadership often is insufficient, and other approaches are more effective. See also Exchange principle, Transformational Leadership Transformational Leadership Disciplines > Leadership > Leadership styles > Transformational Leadership Assumptions | Style | Discussion  | See also Assumptions People will follow a person who inspires them. A person with vision and passion can achieve great things. The way to get things done is by injecting enthusiasm and energy. Style Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. Developing the vision Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker. Selling the vision The next step, which in fact never stops, is to constantly sell the vision. This takes energy and commitment, as few people will immediately buy into a radical vision, and some will join the show much more slowly than others. The Transformational Leader thus takes every opportunity and will use whatever works to convince others to climb on board the bandwagon. In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision. Finding the way forwards In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exploration of possible routes to the promised land. The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the direction will always be known. Thus finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures and blind canyons along the way. As long as they feel progress is being made, they will be happy. Leading the charge The final stage is to remain up-front and central during the action. Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing. It is their unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed, then their efforts will flag. The Transformational Leader seeks to infect and reinfect their followers with a high level of commitment to the vision. One of the methods the Transformational Leader uses to sustain motivation is in the use of ceremonies, rituals and other cultural symbolism. Small changes get big hurrahs, pumping up their significance as indicators of real progress. Overall, they balance their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches, they are people-oriented and believe that success comes first and last through deep and sustained commitment. Discussion Whilst the Transformational Leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this amazing leader. In some respects, then, the followers are the product of the transformation. Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others. One of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have led the charge right over the cliff and into a bottomless chasm. Just because someone believes they are right, it does not mean they are right. Paradoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers. Transformational Leaders also tend to see the big picture, but not the details, where the devil often lurks. If they do not have people to take care of this level of information, then they are usually doomed to fail. Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated. Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire companies. See also Appeal principle, Bonding principle, Confidence principle, Pull, The Leadership Challenge Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): 19-31. Burns, J. M. (1978). Leadership. New York: Harper & Row

Eleanor Roosevelt s Universal Declaration Of Human Rights

Eleanor Roosevelt was born in 1884, the niece of Theodore Roosevelt. By the age of 10, she was orphaned and at 14, went to a boarding school that taught women’s rights. She married Franklin D. Roosevelt and had six children with him. Even though she was busy, she worked for the American Red Cross during World War I. After her husband became paralyzed, she encouraged him to continue in politics and he became the President of the United States. Since he was unable to get around, she became his eyes and ears around the country. Instead of being satisfied doing little, as First Ladies before her, she became an outspoken leader who used mass media to drive her point home to everyone in America. She spoke out against racism while speaking out for women’s rights and equality for all. After F.D.R. died, she was asked to take a position in the United Nations where she was active in writing and passing the Universal Declaration of Human Rights. (Biography.com Editors) Frank lin D. Roosevelt took over presidency in 1933-1945 during the Great Depression and World War II. At this time, Americans did not want refugees to be allowed into the country because of the fear they would take the limited resources available. The immigration total for Germans capped at 27,370 while over 300,000 Germans requested Visas with the majority of these people being Jewish refugees. On the verge of war in Europe, May 1939, the S.S. St. Louis left Germany for America. Most passengers on board hadShow MoreRelatedThe Struggle For Human Rights1447 Words   |  6 PagesCertain speeches from great people have made huge impacts, but â€Å"The Struggle for Human Rights† from Eleanor Roosevelt persuades the entire globe on humans’ rights, freedom, respect and peace. I read her text and saw a video on YouTube giving her speech even though it was long it gathered a lot my attention. It took me time to understand her speech after reading it three times. It’s goo d that someone like Eleanor Roosevelt existed and wanted to provide some peace to the world. I’m glad she touched manyRead MoreHow Did Eleanor Roosevelt’s Personal Life Relate to Her Choice of Dedicating Her Life to Helping Others?1520 Words   |  7 PagesEleanor Roosevelt was born on the 11th of October 1884 and went on to be one of the most symbolic characters in the history of the United States. She was the eyes and ears of her husband Franklin D. Roosevelt and not only participated in but revolutionized her role as the First lady of America. It is important to understand that the momentous achievements Eleanor Roosevelt accomplished in her lifetime were based on the personal experiences and hardships she had to overcome throughout her life. AnnaRead MoreEleanor Roosevelt as a Leader845 Words   |  4 Pagesleader, who was also a hero in the popular press, was Eleanor Roosevelt. 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Eleanor then moved to England where she attended a private school, there she had a feministRead MoreEleanor Roosevelt s Life Of Wealth And Privilege1410 Words   |  6 Pagesâ€Å"Plain, ordinary Mrs. Roosevelt† Eleanor Roosevelt was born in 1884 in New York City to socialites Elliot Bulloch Roosevelt and Anna Rebecca Hall. She was born into a world of immense wealth and privilege that she didn’t really fit into or understand. Her mother died in 1892 and after a long battle with alcoholism, her father leapt to his death from a sanitarium window in 1894. After so much death at a young age, Eleanor was prone to bouts of melancholy and depression throughout her life. AfterRead More Eleanor Roosevelt Essay1601 Words   |  7 Pages Although Eleanor Roosevelt served as first lady from 1932 to 1945, her influence lasted much longer than expected. Eleanor became her husband’s ears and eyes during her husband’s presidency and aided human rights during her entire life. She did what no other First Lady, or woman had dared to do before; she challenged society’s wrong doings. Many respected her; President Truman had called her â€Å"the First Lady of the World (Freedman, 168).† Eleanor Roosevelt was an amazing first lady who helped herRead MoreMargaret Sanger And Eleanor Roosevelt2159 Words   |  9 PagesI. Introduction. There are many remarkable personalities in our history, which made revolutionary changes in women’s lives. Two of them were Margaret Sanger and Eleanor Roosevelt. They contributed immensely to change the women’s fates and lives and to position them equally with men. Margaret Sanger was born in 1879, in Corning, New York; she was sixth of eleven children of Michel Higgins, an Irish Catholic stonecutter, and religious Anne Purcell Higgins. Her mother went through eighteen pregnanciesRead MoreEleanor Roosevelt Was A Remarkable First Lady Who Forever1498 Words   |  6 PagesEleanor Roosevelt was a remarkable First Lady who forever changed the concept and role a First Lady plays. Giving radio addresses, writing her own newspaper column, being watched by the FBI, and being the nation’s longest serving First Lady are all part of what makes Eleanor Roosevelt a truly remarkable person. Eleanor took the role as first lady and completely revolutionized the expectations of a First Lady. Anna Eleanor Roosevelt was born in 1884 into a very wealthy family. Her parents andRead MoreEleanor Roosevelt : Women s Rights1074 Words   |  5 PagesEleanor Roosevelt was born on October 11, 1884 and died on November 7, 1962. She was an activist, diplomat, and American politician. She was the longest serving First Lady. She was one of the most powerful women in American. She was the wife of Franklin D, Roosevelt and an outspoken person on women s rights. She was considered one of the best politicians from the 1920’s to the 1940’s. Therefore, she was one of the most influential women in U.S. history. Eleanor Roosevelt’s father and mother bothRead MoreEleanor Roosevelt : An American Diplomat886 Words   |  4 PagesEleanor Roosevelt, whose full name was Anna Eleanor Roosevelt, was born on the 11th of October in 1884 in the city of New York and passed away on the 7th of November in 1962 in Manhattan, New York. Roosevelt was born to Elliot Roosevelt and Anna Call Roosevelt. Roosevelt was known for being an American diplomat, humanitarian, and first lady. Roosevelt served as first lady in 1933-1945, she was the wife of Franklin D. Roosevelt who served as the 32nd president. During Roosevelt’s time, she was one