The ethical theory espoused by a philosopher is often dominated by certain implicit epistemological assumptions. These “ways of knowing” may in turn be dominated by personality preferences that give rise to certain preferred worldviews that undergird various philosophies. Such preferred worldviews are seen in We believe positions, stated or unstated. The meaning of these claims about the interconnections of unexamined assumptions and their philosophical implications may be seen through an example. This paper will examine certain crucial aspects of the thought (...) of John Doris, who promotes a form of situationist ethics. This example is intended to be suggestive rather than conclusive. It points to the need for an openness to other epistemological assumptions that might permit a more comprehensive appreciation of what moral agency involves, beyond what arises from the restricted methods of analytical philosophy and a positivist worldview. There have been other efforts to meet the situationist challenge to classical Aristotelian ethics, yet surprisingly little attention has been given to the role of implicit epistemologies and unexamined psychologies. This paper offers a critical examination of these prior We believe positions. (shrink)

“This is the enemy of true progress-this. belief that things have been already settled for is and the consequent result of considering proposals not on their merits but in reference to a system of principles which is for the most part a survival from primitive civilizations.” JULIAN HUXLEY.

Research on destructive leadership has largely focused on leader characteristics thought to be responsible for harmful organizational outcomes. Recent findings, however, demonstrate the need to examine important contextual factors underlying such processes. Thus, the present study sought to determine the effects of an organization's climate and financial performance, as well as the leader's gender, on subordinate perceptions of and reactions (i.e., whistle-blowing intentions) to aversive leadership, a form of destructive leadership based on coercive power. 302 undergraduate participants read through a (...) series of vignettes describing a fictional organization, its employees, and an aversive leader in charge of the company's sales department. They were then asked to envision themselves as subordinates of the leader and respond to several quantitative measures and open-ended questions. Consistent with Padilla and colleagues' (2007) toxic triangle theory, results suggest that both perceptions and reactions to aversive leadership depend on the three aforementioned factors. Specifically, aversive leaders were perceived more aversively and elicited greater whistle-blowing intentions in financially unstable organizations possessing climates intolerant of negative leader behavior. Moreover, female aversive leaders were perceived more aversively than their male counterparts under such conditions. Theoretical and practical implications as well as future research directions are also discussed. (shrink)

The purpose of this article is to highlight and comment on the key findings emerging from the collective efforts of the special issue on leadership, ethics, and identity. Highlights include definitional advancements, processes comprising ethical leadership, as well as outcomes and moderating factors. In addition, I attempt to synthesize work across authors by identifying common themes as well as conflicting elements in the article. I conclude with a discussion on emerging areas in need of future research investigation in the leadership (...) and ethics arena. (shrink)

Clinical trials for acute conditions such as myocardial infarction and stroke pose challenges related to informed consent due to time limitations, stress, and severe illness. Consent processes shou...

There is a difference between those things one does that manifest agency and those things that merely happen to one or that are the effects of one's agency. My typing these words manifests my agency – is an action of mine – whereas growing older is merely happening to me and making sounds as I type is but an effect of my action. Actions are sometimes but not always done for reasons and are characteristically but perhaps not invariably known by (...) the agent without observation or inference. I'm typing in order to get my paper done on time, and I don't need to look to know that this is what I am doing, though I wouldn't know without hearing it that I am making noises as I type. In this paper I will offer an account of these facts about action. The account starts from the idea that an agent performing an action guides what she is doing. (shrink)

Volume 20, Issue 8, August 2020, Page W12-W13.

A theory $T$ is shown to have an ICT pattern of depth $k$ in $n$ variables iff it interprets some $k$ -maximum VC class in $n$ parameters.

The paper suggests an interpretation of section 106 of wittgenstein's "zettel", Where it is said that 'the concept of thinking is formed on the model of an imaginary auxiliary activity'. The suggestion is that when we complain that someone was not thinking, We don't mean that a familiar activity called thinking was not performed, But we make as if there was an activity, The performance of which saves people from doing stupid things, And it was not performed, As a way (...) of saying that the other person acted foolishly. (shrink)

There is a difference between those things one does that manifest agency and those things that merely happen to one or that are the effects of one's agency. My typing these words manifests my agency – is an action of mine – whereas growing older is merely happening to me and making sounds as I type is but an effect of my action. Actions are sometimes but not always done for reasons and are characteristically but perhaps not invariably known by (...) the agent without observation or inference. I'm typing in order to get my paper done on time, and I don't need to look to know that this is what I am doing, though I wouldn't know without hearing it that I am making noises as I type. In this paper I will offer an account of these facts about action. The account starts from the idea that an agent performing an action guides what she is doing. (shrink)