On the supposition that one’s ethics and politics are fundamentally dignitarian in a broadly Kantian sense—as specifically opposed to identitarian and capitalist versions of Statism, e.g., neoliberal nation-States, whether democratic or non-democratic—hence fundamentally non-coercive and non-violent, then is self-defense or the defense of innocent others, using force, ever rationally justifiable and morally permissible or obligatory? We think that the answer to this hard question is yes; correspondingly, in this essay we develop and defend a theory about the permissible use of (...) force in a broadly Kantian dignitarian moral and political setting, including its extension to non-violent civil disobedience in the tradition of Martin Luther King, Jr; and perhaps surprisingly, we also import several key insights from Samurai and Martial Arts ethics into our theory. (shrink)

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Despite the growing interest in perfectionism and its many facets, there is a lack of research on this phenomenon in the context of leadership. Attending to this deficit, the present study is the first to investigate the relationship between the three facets of perfectionism and three types of self-rated leadership behavior. In Study 1, leaders’ perfectionism and its association to their organizational, goal-oriented leadership behavior—self-rated as transactional and transformational leadership—is explored. In Study 2, the relationship of leaders’ perfectionism to their (...) servant leadership as a people-centered leadership behavior is investigated. In line with the perfectionism social disconnection model, we assume other-oriented and socially prescribed perfectionism to be positively related to management by exception and negatively related to transformational and servant leadership, whereas the opposite pattern is primarily predicted for self-oriented perfectionism. Our findings in Study 1 reveal a negative relationship between leaders’ self-oriented perfectionism as well as positive relationships to their other-oriented and socially prescribed perfectionism in management by exception, while no substantial correlations with transformational leadership have emerged. In Study 2, a negative association between other-oriented perfectionism and the forgiveness dimension of servant leadership is revealed, indicating a possible barrier to building interpersonal relationships of acceptance and trust. Additionally, self-oriented perfectionism has been proven to be a rather favorable trait in servant leadership. (shrink)