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Research on Child and Adolescent Psychopathology - Multisource network and latent variable models were used to examine the construct validity of sluggish cognitive tempo (SCT) symptoms relative to...  相似文献   
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Research suggests that power triggers assertive action. However, people from different cultures might expect different types of action from powerful individuals such as leaders. In comparing cultural differences in leadership imagery, we find that Americans represent leaders standing ahead of groups, whereas Asians also represent leaders behind groups. We propose that front versus back positions embody two faces of leader action: individual assertion versus group-focused action. Studies 1a and 1b respectively employed etic and emic methods to demonstrate that Singaporeans were more likely than Americans to represent leaders behind groups. In Study 2, Singaporeans evaluated back leaders more favorably than Americans did, and group focus mediated cultural differences. Simulating the conditions under which cultural differences arise, Study 3 demonstrates that a primarily Western managerial sample primed with threat (versus opportunity) preferred back leaders. By describing cultural variations in imagery, we reveal more nuanced implicit theories of leader action.  相似文献   
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ABSTRACT

This article, written by the analyst and his supervisor, presents the handling of a persistent obstruction of the analyst’s empathic capability. The mutual activation of a relentless empathic search led to the obstruction’s dissolution through the revelation of a personal part of the analyst’s life, and its connection to the patient’s inner life. The recognition of the split that existed in the analyst and the joy of finding the lost empathy and expanding it opened a new path in the analysis and enabled the beginning of a psychic transformation in the patient, which main essence is Hope.  相似文献   
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