One part of the paper is devoted to frequency interpretation, as advocated by early K. Popper. However, the main subject of the paper is Popper’s own propensity interpretation of probability. It outlines the fundamental principles of the propensity interpretation, as well as its relation to quantum theory and its various variants. In conclusion it examines the so called Humpreys’s paradox as related to the interpretation of causality in the frame of Popper’s propensity interpretation.

Over the last 25 years, there has been an increasing fascination with the “dark” side of leadership. The term “destructive leadership” has been used as an overarching expression to describe various “bad” leader behaviors believed to be associated with harmful consequences for followers and organizations. Yet, there is a general consensus and appreciation in the broader leadership literature that leadership represents much more than the behaviors of those in positions of influence. It is a dynamic, cocreational process between leaders, followers, (...) and environments, the product of which contributes to group and organizational outcomes. In this paper, we argue that, despite this more holistic recognition of leadership processes within the broader leadership literature, current conceptualizations and analyses of destructive leadership continue to focus too heavily on behaviors and characteristics of “bad” leaders. In our view, to achieve a more balanced understanding of destructive leadership, it is important to adopt more integrative approaches that are based in the contemporary leadership discourse and that recognize flawed or toxic leaders, susceptible followers, and conducive environments as interdependent elements of a broader destructive leadership process. To this end, we offer a critique of the destructive leadership literature, propose a broader definition of destructive leadership, and highlight gaps in our understanding of leaders, followers, and environments in contributing to destructive leadership processes. Finally, we conclude by discussing strategies for examining destructive leadership in a broader, more holistic fashion. (shrink)

Diez, M.A. Discurso ... -- Urdaneta, A. Contestación ...

The idea for an Internet of Things has matured since its inception as a concept in 1999. People today speak openly of a Web of Things and People, and even more broadly of an Internet of Everything. As our relationships become more and more complex and enmeshed, through the use of advanced technologies, we have pondered on ways to simplify flows of communications, to collect meaningful data, and use them to make timely decisions with respect to optimisation and efficiency. At (...) their core, these flows of communications are pathways to registers of interaction, and tell the intricate story of outputs at various units of analysis- things, vehicles, animals, people, organisations, industries, even governments. In this trend toward evidence-based enquiry, data is the enabling force driving the growth of IoT infrastructure. This paper uses the case of location-based services, which are integral to IoT approaches, to demonstrate that new technologies are complex in their effects on society. Fundamental to IoT is the spatial element, and through this capability, the tracking and monitoring of everything, from the smallest nut and bolt, to the largest shipping liner to the mapping of planet earth, and from the whereabouts of the minor to that of the prime minister. How this information is stored, who has access, and what they will do with it, is arguable depending on the stated answers. In this case study of location-based services we concentrate on control and trust, two overarching themes that have been very much neglected, and use the outcomes of this research to inform the development of a socio-ethical conceptual framework that can be applied to minimise the unintended negative consequences of advanced technologies. We posit it is not enough to claim objectivity through information ethics approaches alone, and present instead a socio-ethical impact framework. Sociality therefore binds together that higher ideal of praxis where the living thing is the central and most valued actor of a system. (shrink)

Workplace ostracism is a prevalent and painful experience. The majority of studies focus on negative outcomes of ostracism, with less work examining employees’ potential adaptive responses to it. Further, scholars have suggested that such responses depend on employee attributions, yet little research has taken an attributional perspective on workplace ostracism. Drawing on sociometer theory and attribution theory we develop and test a model that investigates why and under what circumstances ostracized employees engage in adaptive responses to ostracism. Specifically, we argue (...) that ostracized employees feel greater levels of shame and, in turn, are motivated to engage in greater ingratiation behavior toward their ostracizers. However, we predict that perceptions of ostracizers’ competence and warmth shape different attributional processes, which influence the degree to which the ostracized employee experience shame and, in turn, is motivated to engage in ingratiation behavior. Results of a three-wave, time-lagged survey support our prediction that shame mediates the relationship between coworker ostracism and ingratiation behavior. Moreover, results support our three-way interaction, such that coworkers who report higher levels of ostracism and who perceive their coworkers as more (vs. less) competent and more (vs. less) warm report higher shame, and, in turn, ingratiation behavior. Theoretical and practical implications, as well as avenues for future research, are discussed. (shrink)

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)

A considerable body of research supports the link between Machiavellianism and antisocial forms of behavior at work. Yet, meta-analytic findings and existing theory allude to a more complex story, whereby Machiavellian employees’ engagement in antisocial acts is likely to be simultaneously influenced by countervailing situational forces. To promote more nuanced, contextualized knowledge of high Machs’ antisocial tendencies at work, we developed and tested a social context model that describes how multiple situational factors may, at once, provoke _and_ constrain the tendency (...) of such individuals to engage in one notable form of antisocial behavior at work: social undermining. Specifically, we argue that Machiavellian employees likely experience competing motivations to undermine their colleagues as a result of two countervailing situational factors that are relevant to their self-interests: anticipated organizational change and perceptions of coworkers’ exchange quality. To develop our predictions, we draw on trait activation theory’s core assertion that employees’ behavior is multiply determined, such that trait–behavior relations stem from a complex interplay among diverse and potentially competing trait-relevant situational cues. The results of a three-wave, time-lagged survey supported our predictions that anticipated change would strengthen the positive relation between Machiavellianism and undermining, while perceptions of coworkers’ exchange quality would attenuate it. Additionally, the results supported our three-way interaction hypothesis that perceived coworker exchange quality would weaken the two-way interaction effect of Machiavellianism and anticipated organizational change on social undermining. We discuss the implications of our findings, as well as avenues for future research. (shrink)