The selections contained in these volumes from the papers and letters of Leibniz are intended to serve the student in two ways: first, by providing a more adequate and balanced conception of the full range and penetration of Leibniz's creative intellectual powers; second, by inviting a fresher approach to his intellectual growth and a clearer perception of the internal strains in his thinking, through a chronological arrangement. Much confusion has arisen in the past through a neglect of the develop ment (...) of Leibniz's ideas, and Couturat's impressive plea, in his edition of the Opuscu/es et fragments (p. xii), for such an arrangement is valid even for incomplete editions. The beginning student will do well, however, to read the maturer writings of Parts II, III, and IV first, leaving Part I, from a period too largely neglected by Leibniz criticism, for a later study of the still obscure sources and motives of his thought. The Introduction aims primarily to provide cultural orientation and an exposition of the structure and the underlying assumptions of the philosophical system rather than a critical evaluation. I hope that together with the notes and the Index, it will provide those aids to the understanding which the originality of Leibniz's scientific, ethical, and metaphysical efforts deserve. (shrink)

The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis of a survey (...) of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture. (shrink)