Humean dispositionalism

Humean metaphysics is characterized by a rejection of necessary connections between distinct existences. Dispositionalists claim that there are basic causal powers. The existence of such properties is widely held to be incompatible with the Humean rejection of necessary connections. In this paper I present a novel theory of causal powers that vindicates the dispositionalist claim that causal powers are basic, without embracing brute necessary connections. The key assumptions of the theory are that there are natural types of causal processes, and that manifestations of powers are identified with certain kinds of causal processes. From these assumptions, the modal features of powers are explained in terms of internal relations between powers themselves and the process-types in which powers are manifested.     

Relevant Restricted Quantification

The paper reviews a number of approaches for handling restricted quantification in relevant logic, and proposes a novel one. This proceeds by introducing a novel kind of enthymematic conditional.     

Charting the language of leadership: a methodological investigation of President Bush and the crisis of 9/11

In many ways, leadership is a phenomenon that is ideally suited for new and inventive research methods. For researchers who seek to reliably study and systematically compare linguistically based elements of the leadership relationship, computerized content analysis has the potential to supplement, extend, and qualify existing leadership theory and practice. Through an examination of President Bush's rhetoric and the media coverage before and after the crisis of 9/11. the authors explore how elements of the President's speeches changed in response to the post-crisis environment. Using this example, the authors illustrate the process of computerized content analysis and many of its strengths and limitations, with the hope of facilitating future leadership research that uses this approach to explore important contextual and symbolic elements of the leadership relationship.     

Leadership as a Reflection of Who We Are: Social Identity,Media Portrayal,and Evaluations of Hillary Clinton in the 2016 U.S. Presidential Election

Sex Roles - The 2016 U.S. Presidential election presented a unique opportunity to study gender and leadership. Using the social identity theory of leadership (Hogg 2001) as a guiding...     

It takes two to tango: An interdependence analysis of the spiraling of perceived trustworthiness and cooperation in interpersonal and intergroup relationships

We present three spiral reinforcement models that describe how mutual perceptions of trustworthiness and/or mutual cooperation may develop in dyadic interpersonal and intergroup relationships: a perceived trustworthiness spiral model, a cooperation spiral model, and a perceived trustworthiness-cooperation spiral model that posits a relatively more complex spiraling between trustworthiness perceptions and cooperation. Actor-Partner Interdependence Model (Kashy & Kenny, 2000) analyses of data from two joint venture business simulations provided support for the spiral models in interpersonal and intergroup relationships. While all three models received some support, the perceived trustworthiness-cooperation spiral received the most consistent support, suggesting that trust perceptions play a crucial mediating role in the development of cooperation in both interpersonal and intergroup interactions. Overall, it does “take two to tango”: the development of mutual trust and cooperation involves an intricate dance that spirals over time and is fundamentally affected by partners’ initial moves.