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Philosophy and Power in North America: a Brief Introduction

100%

Mango P.

Studia Ełckie

2013

tom 15

nr 4

483-501

Someone once claimed that every person is a citizen of two countries: of their own, and of the United States of America. This is obvious hyperbole, perhaps written when Europeans were even more fascinated by America’s political ex-periment, economic expansion, and population growth than by its popular cul-ture. Peoples the world over do not automatically identify with the United States; in fact, many define themselves in opposition to it. The article first ex-amines some primary political powers in American politics, and then traces certain distinct philosophies as responsible for affecting perspectives on centralized government, socioeconomic affairs, foreign policy, and socio-cultural issues.

MACINTYRE’S GILSONIAN PREFERENCE

100%

Mango P.

Studia Gilsoniana

2013

tom 2

21-32

Alasdair MacIntyre arrived relatively ‘late’ to Thomism in his philosophical career. One of the many determining influences on his thought has been the Thomist Étienne Gilson. This article examines MacIntyre’s possible motives for embracing Gilson as someone apparently allowing him to identify as an “intellectually fulfilled” Thomist. The author claims that MacIntyre’s arrival to Thomism was a well considered one, an achievement unto itself.

PHILOSOPHICAL TENSIONS AMONG LEADERSHIP, EFFICIENCY, COMMUNITY—AND WHAT IT MEANS FOR THE ACADEMY

100%

Mango P.

Studia Gilsoniana

2014

tom 3: supplement

563-578

In any age, at any given time, there are leaders who fail to lead by example. The desires which motivate them, and the means they deploy to cover for this fact, can weave paths of destruction with social costs borne by those who can least afford them—including within the academy. Taking the right steps—both professionally and spiritually—at least theoretically make this avoidable. This article addresses select topics in light of ancient perspectives and recent phenomena alike, including those of: the harmony of Thomistic personalism with stakeholder theory and transformational leadership, respectively; the relationship of Augustinian realism to cognitive dissonance theory and the composition of boards.