Causal Theories of Knowledge1

Causal theories of knowledge require some causal connection between belief and the conditions whose existence make that belief true. Lacking this connection, the belief may be true, it may be altogether reasonable, but it is not knowledge.     

Family Therapy or Religion: A Rereading of T. S. Eliot's The Cocktail Party

From the framework of analytic sociology the author discusses areas of overlap between family psychotherapy and religion. This is done through the analysis of T. S. Eliot's The Cocktail Party , a play written in 1949 which anticipated the innovation of family therapy. The emergence of the Family Therapy Movement is viewed in part as a response to changes in the structure of the modern family.     

Strategic Action Plans With Clients Who Have Learning Disabilities

The deficits that create educational difficulties for individuals with learning disabilities (LD) also complicate their work lives. Employment counselors can build success in action plan creation and implementation by addressing each of the sources of self-efficacy expectations.     

How does the expectancy-value model in psychology explain human action?

The topic discussed is how the expectancy-value model in psychology can be interpreted. A causal interpretation of the model implies that intentions, wants, and beliefs are independent mental causes of human action. A number of arguments against this way of conceptualizing mental events in relation to action are presented. On the basis of these arguments it is concluded that the concepts of 'intention', 'want', 'belief', and the like, cannot be thought of as referring to events that are extrinsic to, and independent of, action and linguistic usage. Intending, wanting, believing, comprise saying and doing things in certain ways and contexts, as well as other events (imagery, feeling, experience) with which action and language belong and are intrinsically related. Relating what people say and do to intentions, wants, beliefs, serves to illuminate or interpret words and deeds, not to point out their independent, extrinisic causes. A causal interpretation of the expectancy-value model, it is concluded, is not tenable.     

SOLIDARITY: RIVAL VERSIONS,CONFLICTING INTERPRETATIONS,AND THE SHAPE OF HOPE

What do we mean when we utter the word ‘solidarity’? How do we apprehend its meaning when we hear it spoken of by others? The ancient Greeks ‐ Homer, Thucydides, and Aristotle ‐ offer a vantage point from which this inquiry may begin. The Book of Genesis sets before us a cycle of stories about brothers, along with questions about the bonds that keep them together. The sagas of Iceland explore the nature of conflicts between one family and another. Thomas Aquinas gives a distinctive account of solidarity between Christians. Emile Durkheim, too, provides an influential analysis of solidarity. Alexis de Tocqueville, Max Scheler, and Richard Rorty make significant contributions to the discussion. John Paul II elaborated an impressive vision of solidarity. This essay undertakes a form of reconnaissance, then, by exploring the border region between these rival versions of solidarity.     

HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES

In this article, we propose and test an integrative theory of leader–member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates’ self‐efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed.     

LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’ AUTHENTICITY,AUTHENTICITY STRENGTH,AND TEAM OUTCOMES

A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes. Results showed that team leader authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team authenticity at Time 2. We further explored the moderating role of authenticity strength in the team authenticity–teamwork behavior relationship. Team authenticity interacted with authenticity strength such that the team authenticity–teamwork behavior relationship was stronger when authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.