Emotion and attribution of intentionality in leader–member relationships

In this article, we present a model of emotions and attributions of intentionality within the leader–member relationship. The model is predicated on two central ideas. The first is that leadership is intrinsically an emotional process, where leaders display emotion and attempt to evoke emotion in their members. The second is that leadership is a process of social interaction and is therefore appropriately defined in terms of social, psychological theories such as the attribution theory. Our focus is on the perspective of members, not the leaders. Specifically, members' attributions about their leader's intentions influence how the members evaluate, interpret, and eventually label the leader's influence attempts as either “true” or “pseudo” transformational leadership. These attributions are determined by and themselves influence the members' emotions. We describe each of the elements of the model and conclude with a discussion of the implications of the model for theory, research, and practice.

Christian Thomasius and the desacralization of philosophy

Despite his significance in early modern Germany, where he was well-known as a political and moral philosopher, jurist, lay-theologian, social and educational reformer, Christian Thomasius (1655-1728) is little known in the world of Anglophone scholarship. 1 Unlike those of his mentor, Samuel Pufendorf, none of Thomasius's works was translated into English, when, at the end of the seventeenth century, English thinkers were searching for a final settlement to the religious question. None has been translated since. Moreover, while Thomasius has been subject to increasing scholarly attention in Germany since the 1970s, where he has been treated largely as a representative of the "early Enlightenment," there is very little secondary literature on him in English. 2 Things are however beginning to change in this regard, with recent research already giving rise to important new Anglophone books and essays. 3 Knud Haakonssen's article on [End Page 595] Thomasius for the new Routledge Encyclopedia of Philosophy might well be a straw in the wind

Emotion and attribution of intentionality in leader-member relationships

In this article, we present a model of emotions and attributions of intentionality within the leader-member relationship. The model is predicated on two central ideas. The first is that leadership is intrinsically an emotional process, where leaders display emotion and attempt to evoke emotion in their members. The second is that leadership is a process of social interaction and is therefore appropriately defined in terms of social, psychological theories such as the attribution theory. Our focus is on the perspective of members, not the leaders. Specifically, members' attributions about their leader's intentions influence how the members evaluate, interpret, and eventually label the leader's influence attempts as either true or pseudo transformational leadership. These attributions are determined by and themselves influence the members' emotions. We describe each of the elements of the model and conclude with a discussion of the implications of the model for theory, research, and practice. (C) 2002 Elsevier Science Inc. All rights reserved.