This paper examines Kierkegaard 's discussion of patience in some of his Upbuilding Discourses, and its connection with his understanding of the nature of selfhood as it appears both in the Discourses and in The Sickness unto Death. That understanding stresses that selfhood is not simply given, but is a task to be achieved—although a task that can only be achieved by the self that is formed in the process of undertaking it. For Kierkegaard, an account of the self that (...) recognizes its essential temporality must give a crucial role to patience as a virtue necessary for the formation and maintenance of personal identity. However, although the self is essentially temporal for Kierkegaard, it is also essentially such as to participate in eternity, and this complexity and tension in his concept of the self gives his understanding of patience a particular character—one that presents an important challenge to some of the dominant assumptions of recent and contemporary philosophy in both the analytic and the continental traditions. (shrink)

An increasing number of studies indicate that virtues affect brain structure. These studies might shed new light on some neuroethical perspectives suggesting that our brain network activity determines the acquisition and permanence of virtues. According to these perspectives, virtuous behavior could be interpreted as the product of a brain mechanism supervised by genes and environment and not as the result of free choice. In this respect, the neural correlates of virtues would confirm the deterministic theory. In contrast, I maintain that (...) these findings do not undermine the role of willpower and freedom while reinforcing an interactionist view of free will. If virtues affect our neural system, then the predictability of the virtuous behavior follows. The likelihood of our future actions is primarily virtue-dependent; therefore, the acquired naturality of virtuous behavior is a source of predictable behavioral patterns outlining expected actions, which I propose to call Hypotheses of Action. However, the predictability of an action indicates its likeliness and not its certainty or necessity. The neural traces of virtues can be interpreted as major indicators of HAs. It is always possible for the agents to depart from their more likely, virtue-induced actions, but their deviations from the virtuous behavioral pattern are rare, as it is rare for the vicious/non-virtuous person to behave well systematically. This implies a reaffirmation of the notions of veto and consent as they provide a universal practical power affecting the subject’s use of moral virtues. (shrink)

Abraham Maslow’s needs theory is one of the most influential motivation theories in management and organizational behavior. What are its anthropological and ethical presuppositions? Are they consistent with sound business philosophy and ethics? This paper analyzes and assesses the anthropological and ethical underpinnings of Maslow’s needs theory from a personalistic framework, and concludes that they are flawed. Built on materialistic naturalism, the theory’s “humanistic” claims are subverted by its reductionist, individualistic approach to the human being, which ends up in a (...) needs-based ethics that understands goodness, virtue, and rights in instinctual, subjectivistic, and relativistic terms. Its moral imperative, “Be yourself!,” is either the materialistic fiat of genetic drives or the voluntaristic command of unbridled will. Significant implications for business educators, managers, and organizations are discussed, along with recommendations. Managerial theories and approaches that reduce personality to individuality are inconsistent with proper anthropological and ethical business principles. Adopting those individualistic theories may ultimately undermine organizational effectiveness, and the very essence of business as human activity and of management as human calling. Instead, personalistic anthropology and virtue ethics, rooted in Aristotelian–Thomistic thought, soundly account for properly human nature and the good life. Business educators and practitioners are encouraged to embrace this integral, truly humanistic framework for motivation, and management theory and practice. (shrink)