Scientism is a philosophy which purports to define what the world ‘really is’. It adopts what the philosopher Thomas Nagel called ‘an epistemological criterion of reality’, defining what is real as that which can be discovered by certain quite specific methods of investigation. As a consequence all features of experience not revealed by those methods are deemed ‘subjective’ in a way that suggests they are either not real, or lie beyond the scope of meaningful rational inquiry. This devalues capacities that (...) (we argue) are in fact essential components of good reasoning and virtuous practice. Ultimately, the implications of scientism for statements of value undermine value-judgements essential for science itself to have a sound basis. Scientism has implications, therefore, for ontology, epistemology and also for which claims we can assert as objective truths about the world. Adopting scientism as a world view will have consequences for reasoning and decision-making in clinical and other contexts. We analyse the implications of this approach and conclude that we need to reject scientism if we are to avoid stifling virtuous practice and to develop richer conceptions of human reasoning. (shrink)

The field of leadership studies frequently focuses on defining leadership traits in abstraction from the context in which leadership operates. The first aim of this article is to provide a brief overview of reasons why this might be the case. Reasons include: leadership studies being dominated by the perspectives of leaders; the lack of definition and visibility of followership studies; the status and limitations of much qualitative research; and a predominant focus on good leadership. Consequently, many people who experience the (...) effects of leadership, and particularly those of bad leadership, do not recognise their experiences in the literature. However, recognising that followers who experience bad leadership personally increasingly engage in autoethnographic studies, my second aim is to draw out some examples of bad leadership from the autoethnographic literature, as well as their effects. In spite of its negative effects, bad leadership frequently remains unchallenged. My third aim is to explain why this might be the case, where I argue that this stems partly from the pitfalls of autoethnographic studies. I also sketch how these pitfalls might be overcome and how doing so and adopting the principle of ‘accountability for reasonableness’ might help to tackle bad leadership. (shrink)