DO DESCARTES AND ST. THOMAS AGREE ON THE ONTOLOGICAL PROOF?

Abstract: Contrary to received opinion, Descartes’ view on the merits of the ontological proof may actually agree with that of Thomas Aquinas, whose rejection of the a priori existence proof has stocked the armories of anti‐Anselmians ever since. In a rarely noted passage of the First Replies, Descartes claims not to differ in any respect from Thomas on the proof, a claim that gains sense in light of recent work on the Fifth Meditation. That work in turn reveals a well‐founded, if surprising, understanding of the Cartesian proof and of Cartesianism's true relation to Thomism.     

THE ROLE OF AFFECT AND LEADERSHIP DURING ORGANIZATIONAL CHANGE

Based on multilevel data collected at 2 points in time, we examine the role of employees’ affective experiences in shaping their commitment and behavioral responses to both the initial (Time 1) and later (Time 2) phases of organizational change (12 months later). We also test the cross‐level effect of workgroup managers’ transformational leadership on their employees’ responses to change. We find strong support for predicted longitudinal relationships between employees’ affective experiences and their commitment and behavioral responses to change. In particular, employees’ positive and negative affect (NA) at Time 1 significantly predict both their commitment to change and the 3 dimensions (supportive, resistant, and creative) of behavioral responses at Time 2. Further, the effects of NA directly influence employee change commitment and behaviors at Time 2, whereas the long‐term effects of positive affect occur both directly and indirectly through commitment to change at Time 1. Finally, our results support the hypothesized role of workgroup managers’ transformational leadership in shaping employees’ affective reactions and commitment to change at the initial phase of change and thereby, their subsequent behavioral responses in the later phase. We discuss the implications for theory and practice in organizational change.     

Concealing negative evaluations of a romantic partner's physical attractiveness

Two studies provided evidence that people hide their negative evaluations of their romantic partner's physical attractiveness. This pattern was found using self‐reports of concealment (Study 1) and a behavioral observation measure (Study 2). Participants who engaged in this deception also exhibited elevated speech disfluencies, which is a deception cue. Moderators of concealment were examined. Concealment was especially pronounced for participants high in care for the partner's welfare (Studies 1 and 2), low in commitment (Studies 1 and 2), and high in attractiveness ideals (Study 2). Results suggest that people use deception to regulate their romantic partner's feelings, but that long‐term orientation or desire to maintain closeness may curtail use of this strategy.     

Romantic competence,healthy relationship functioning,and well‐being in emerging adults

A skills‐based model of healthy relationship functioning—romantic competence (RC)—is described. Its association with relationship and individual well‐being was examined in three studies of emerging adults using the Romantic Competence Interview for Emerging Adults (RCI–EA), which measures competence as the interplay of three skill domains. Across studies (women [n = 102], women and men [n = 187], romantic couples [n = 89]), RC was associated with greater security, healthier decision making, greater satisfaction, and fewer internalizing symptoms. The RCI–EA skill domains formed a latent factor and were associated with self‐reports reflective of RC, supporting the construct's validity. The RC construct may thus provide a theory‐driven, overarching way to characterize healthy romantic functioning that can reduce negative outcomes.     

DEVELOPING EXECUTIVE LEADERS: THE RELATIVE CONTRIBUTION OF COGNITIVE ABILITY,PERSONALITY, AND THE ACCUMULATION OF WORK EXPERIENCE IN PREDICTING STRATEGIC THINKING COMPETENCY

We conceptually define and empirically investigate the accumulation of work experience—a concept that refers to the extent to which executives have amassed varied levels of roles and responsibilities (i.e., contributor, manager, lead strategist) in each of the key work activities that they have encountered over the course of their careers. In studying executives’ work experience accumulation, we consider key antecedents such as executives’ cognitive ability and personality traits, namely Extraversion and Openness to Experience, and examine the value of work experience accumulation on executives’ strategic thinking competency. Analyses of multisource data from 703 executives revealed 3 key findings: (a) accumulated work experience positively relates to executives’ strategic thinking competency after controlling for individual characteristics and other measures of work experience; (b) executives’ cognitive ability demonstrates the strongest and most positive relationship to executives’ strategic thinking competency; and (c) extraverted executives tend to achieve higher levels of work experience accumulation. Relative weight analyses also indicated that cognitive ability and accumulated work experience are the 2 most important predictors for executives’ strategic thinking competency among the other predictors. These findings are discussed in light of their practical implications.