Future Leader Research Articles

The English Mistery, the BUF, and the Dilemmas of British Fascism

Was there a distinctively British form of fascism? The idea that fascism was a continental European import, thoroughly irrelevant to British concerns and unsuited to the British way of life has long been part of received wisdom. It is an idea that has been promulgated since the earliest days of Italian Fascism and German National Socialism, as a letter written to the cultural journal the New Age reveals: in response to an article by the Nietzschean scholar Oscar Levy in which he praised Mussolini, this correspondent wrote: I trust you do not suggest that the doctor’s ideas should be adopted by our nation. The principles of the Italians, Machiavelli and Mussolini, and the philosophy of the Polack Nietzsche, may be suited to the Latin and other Mediterranean races, but they are alien to the northern genius. Benevolent tyranny is the best thing for nations composed of gods and worms, but leadership without too much rule is better for the more homogeneous nations of the north.2 This letter typifies much of the contemporary response to fascism: fascism is fine for the Italians and the Germans, but not for us. As the authors of one popular study of the European dictatorships had it, ‘democracy failed in Italy and Germany because it was an alien tradition introduced on a foreign model. Let the future leader of England remember that dictatorship is alien to the English race and traditions.’3 Or as T. S. Eliot put it most succinctly, fascism was ‘an Italian regime for Italians, a product of the Italian mind’.4

The Little Osage Captive: The Tragic Saga of Lydia Carter

PUBLISHED IN 1822 AND DESCRIBING THE POIGNANT LIFE of an Osage Indian girl, The Little Osage Captive, An Authentic Narrative declared its intention promote zeal in the missionary cause and to enlighten and convert the heathen. Recommended for children and placement in schools, it described Indians, or Native Americans, as savages who needed civilizing and Christianizing.1 Yet its narrative has much offer the modern reader. Spanning the years 1817 1821, this intriguing story grew out of a ruthless struggle between neighboring divisions of the Osage and Cherokee tribes living in the region then known as Arkansaw.2 The dramatic events began in what was then the Missouri Territory before moving east Alabama Territory, Tennessee, Mississippi, and even Washington, D.C. The story would conclude back west in the newly-created Arkansas Territory (established March 2, 1819) and provides a rare glimpse of life along the lower Arkansas River more than a decade before Arkansas statehood. It offers a vivid sense, too, of the complex human consequences of the federal government's policy of removing eastern Indians territory long occupied by other native peoples. Rev. Elias Cornelius, the narrative's author, graduated from Connecticut's Yale College in September 1813 and received a ministerial license from the Congregational Church on June 4, 1816. Within a few weeks, he was appointed an agent of the American Board of Commissioners for Foreign Missions (ABCFM), an early movement Christianize Native Americans, which operated with the support of Congregationalists, Presbyterians, Baptists, and Methodists.3 As part of his ABCFM commission, Cornelius embarked on a lengthy journey in January 1817 converse with the [southern] natives and obtain their consent have schools, and other institutions, established among them, for the purpose of instructing them in Christianity, and the most useful arts of civilized life, and raise funds support these efforts.4 Twenty-three and unmarried, Cornelius would travel for twenty months and reach New Orleans before returning home. In Washington, D.C., Cornelius met with the secretary of the treasury, William H. Crawford, and a correspondence with the acting secretary of war, George Graham, and the agent for the Office of Indian Trade, Thomas L. McKenney. From these officials, Cornelius received warm assurances of friendship and cooperation and letters of introduction addressed agents of the Creek, Choctaw, Chickasaw, and Cherokee tribes.5 Arriving in Tennessee and Cherokee-occupied lands by September 1817, Cornelius spent two months at newly opened Brainerd Mission.6 This ABCFM-sponsored school had opened the previous March under superintendent Cyrus Kingsbury with help from the Cherokee agent, Col. Return Jonathan Meigs.7 They, along with Gen. Andrew Jackson, had persuaded Cherokee leaders support the school at a council meeting the previous year. As a result, Kingsbury purchased 160 acres for $500 from John McDonald (grandfather of John Ross, the future Cherokee leader) for the new school and farm. Initially called Chickamaugah after a nearby Cherokee town, the school's name was changed during its second year honor David Brainerd, a pioneer missionary New England Indians. Through Brainerd and similar schools, the ABCFM hoped the whole [Cherokee] tribe English in language, civilized in habits, and Christian in religion.8 Cornelius left Brainerd continue his journey on November 6, 1817. Traveling west on a road from Huntsville Natchez, Cornelius and his companions reached Caney Creek, at a spot two miles south of the Tennessee River in present-day Colbert County, Alabama, on November 15. Two hundred miles west of Brainerd, Caney Creek marked the eastern boundary of the Chickasaw Nation. Normally just a small stream, the creek was severely flooded from recent rains. After several futile attempts cross, the group decided make camp and try again the following day. …

Mentoring: a personal reflection

Explores the concept of mentoring – a process that allows leaders in a field to share their experience, vision and enthusiasm for the profession with colleagues who have exhibited leadership qualities and the potential for greater productivity and achievement. The mentoring relationship involves the sharing of experience and the investment of time and caring in helping to develop a future leader’s growth, knowledge and skills. It is a beneficial experience both for parties and for the profession. The article includes tips for mentors and mentees/protégés.

Take Me to Your (Future) Leader

The future of radiology depends in large part on the quality of its leaders. Radiology organizations that lack leadership, or that are poorly led, are unlikely to thrive. If radiology as a whole does not enjoy effective leadership, its very existence may be threatened. It is not inconceivable that, during the course of the next few decades, the medical specialty of radiology as we know it might cease to exist. Radiology might flounder for lack of leadership and get carved up by other medical specialties. Or radiology organizations might persist, but with their management and control taken over by other professionals, such as businessmen, much like the sea of change in hospital leadership that has taken place during the past few decades. There is good reason to think that radiology’s leadership development “farm system” is not thriving. In fact, there is good reason to question whether such a farm system exists at all. For example, a recent meeting of chairs of midwestern radiology departments identified no fewer than 14 academic radiology departments that were without a chair. The fact that radiology departments and organizations have not done a better job of developing individuals to fill these positions is a major contributor to the current predicament. Moreover, factors such as reduced clinical reimbursements, “turf wars” with other specialties, and the increasing complexity of radiology departments and health care organizations make the challenges of leadership seem ever more daunting. Radiology must step up to the plate and begin doing a better job of cultivating its own leadership. In this endeavor, it is imperative that radiology organizations such as the American College of Radiology, the Radiological Society of North America, the American Roentgen Ray Society, the Association of University Radiologists, and even the American Board of Radiology seek out opportunities to play greater roles in leadership development. Substantial resources, both financial and human, must be brought to bear on the problem. Because radiology does not have a tradition of strong leadership development programs, these organizations must seek out collaborations with other disciplines that have expertise in the field of leadership, such as history, public policy, and management. Collaborations with industry also should be explored. The General Electric–Association of University Radiologists Radiology Research Academic Fellowship has helped develop a new cadre of health services researchers in the field, and a similar program in leadership development would be welcome. In addition to mobilizing the commitment of radiology organizations to address the leadership challenge, radiology must begin to define a curriculum for leadership development. What do effective leaders know, what skills do they possess, and what practical experiences do they bring to bear on organizational problems? What characteristics separate effective leaders from ineffective leaders? Merely having the will to lead is not enough; one must also know how to do it, and do it well. The different personal characteristics and styles of leaders have been previously addressed in the radiology literature (1), but other aspects of leadership, such as the essential organizational functions leaders perform, the key tasks in the self-development of leaders, and the vital role of moral vision in effecAcad Radiol 2001; 8:762–767

C.A. Wright Medal awarded – twice

The C.A. Wright Medal is awarded annually at the British Society for Parasitology Spring Meeting for contributions to the discipline in the broadest sense. The recipient is a scientist in mid-career who, it is considered, will confirm their already outstanding achievements to become a truly distinguished future leader of their field. This sentiment is in keeping with the encouragement of younger parasitologists by Chris Wright, Director of the Experimental Taxonomy Unit at the Natural History Museum, London, UK and the Society's President at the time of his untimely death in 1983, and in whose memory a commemorative medal was instigated. The 2001 award has gone to Richard Grencis of the University of Manchester, UK, for his research on nematode immunology. This has demonstrated a pivotal role for CD4+ T helper 2 cells and mast cells and their cytokines in mediating host protection against intestinal helminth infection, notably trichuriasis, which has been acknowledged as a novel paradigm for the wider field of immunity to pathogens. Recent work has concentrated on defining the precise nature of the cytokine network in mediating resistance and susceptibility to infection and has revealed an interplay between IL-13 and TNF-α in conferring protection against intestinal dwelling parasites. The 2000 Award was also presented at the 2001 meeting to Malcolm Kennedy, University of Glasgow, for his contributions to the field of nematode immunobiology. AT-R

John Redmond and the Irish National League in Australia and New Zealand, 1883

In 1883 John Edward Redmond, future leader of the Irish Parliamentary Party, toured the Australasian colonies on behalf of the Irish National League. Redmond's ten‐month mission in Australia and New Zealand proved influential in shaping both his political outlook and personal life. This article traces Redmond's visit to the colonies, from the discord that marked the opening stages of the mission through to the more amenable atmosphere at the time of his departure, and demonstrates how the 1883 tour significantly affected Redmond's experience of the British empire and his vision for Ireland's future.

When IQ + experience = performance

Proposes that commonly used methods of selecting leaders and managers, such as résumés of experience and training, tests and interviews, do not offer accurate predictions of future leader performance. Suggests that many current selection practices are based on two flawed assumptions: that greater intelligence or experience results in better leadership performance; and that the work environment does not impact on how individuals use their abilities and skills. Argues, with reference to representative studies, that the leadership situation strongly influences the use of the leader’s cognitive resources. Concludes by discussing the implications of these findings for both leadership theory and selection and training practice.

Towards Community: Black Methodists in Nineteenth-Century Nova Scotia

Works on African Canadian and Canadian Methodist history are virtually silent on black Methodism. This is surprising for black Methodists have been a continuing part of the provinces’ institutional religious life. In the Maritime provinces they participated in the post-revolutionary Loyalist migration to Nova Scotia and maintained a provincial presence throughout the nineteenth century. This paper examines black Nova Scotian Methodism to the mid-nineteenth century as an aspect of black associational activity in nineteenth-century British North America. 2 Methodists were among the 3,500 black Loyalists who came to Nova Scotia at the close of the Revolutionary War. They were most numerous on the province’s south shore around Shelburne where blacks settled in considerable numbers. Their principal leader was Moses Wilkinson, a blind and lame former slave from Virginia, who arrived in Shelburne on board the L’Abondance in August 1783 with 409 other blacks. Already evidently an avid Methodist, Wilkinson immediately began preaching in Birchtown, an adjacent black settlement. He was an effective exhorter for a religious awakening occurred among black immigrants there in the winter of 1783-1784. When William Black, the province’s future Methodist leader, visited Shelburne in the spring of 1784, he reported preaching to 200 blacks at Birchtown, sixty of whom were Wilkinson converts. 3 Wilkinson’s first convert was Violet King, the wife of Boston King, a former slave from a plantation near Charleston, South Carolina. Violet, a North Carolina fugitive, and Boston met and were married in New York

Structuring Family Business Succession: An Analysis of the Future Leader's Decision Making

This article examines the perception of potential family business leaders from a behavioral economics theory perspective. The findings suggest that high financial and behavioral sunk costs, as well as the requirement to ‘earn’ the right to lead the family business results in the future leader valuing the business more highly. Only financial sunk costs lowered the successor's proclivity to take risky action after acquiring the business. Therefore founders should structure succession so that the future leader incurs both financial and behavioral sunk costs as well as hold the future leader to stringent performance requirements prior to the succession.

Low Villains and Wickedness in High Places: Race and Class in the Elaine Riots

PERHAPS NO EVENT IN THE HISTORY of the Arkansas delta has received as much attention and been the subject of more speculation than the Elaine Race Riot of 1919. Historians, struggling with a mass of rich but contradictory and even tainted evidence, have failed to arrive at a common narrative of events. One noted account amounts to little more than propaganda for the planter elite of Phillips County, while another, a contemporary essay written by a future black leader, focused on exposing the evils of the plantation system.1 As varied as their interpretations have been, however, virtually all share a common shortcoming. only exception is to be found in a novel based on the Elaine riot by an Arkansas protege of Norman Mailer-and that book failed to find an American publisher.2 Competing interpretations of the riot emerged almost as soon as it had ended. Walter White, assistant secretary-and, later, executive secretary-of the NAACP, visited Phillips County incognito in mid October 1919 in order to secure material for an article he later published in Nation. White's interest in the riot almost cost him his life. An African American who, with his blue eyes and blond hair, passed for white, he barely escaped a lynch mob that had discovered his true identity.3 White took exception to the official version of the riot embraced by white officials and published in Arkansas newspapers. This version insisted blacks intended to murder certain white planters and take their lands. Whites, it was said, had discovered the plot accidentally after two deputies whose car had broken down were fired upon by blacks attending a meeting of a sharecroppers' union at Hoop Spur church outside Elaine. Walter White countered that African Americans had organized the Progressive Farmers and Household Union of America to sue planters for a fair settlement of their crops, that whites had fired into the church at Hoop Spur in order to disrupt a meeting of the union, and that blacks had returned fire only in self defense.4 However the incident really began, one deputized white official, W. A. Adkins, lay dead and another, Charles Pratt, was seriously wounded. Several days of brutal violence ensued. A posse was quickly raised and rushed to the scene. White men from other parts of Arkansas, as well as from Mississippi and Tennessee, joined in the hunt for the alleged insurrectionists, some of whom fought back. Local white leaders wired Governor Charles Brough asking for federal troops from Camp Pike to restore law and order. Colonel Isaac C. Jenks commanded the 583 soldiers who were dispatched early in the morning of October 2 and were accompanied by Brough. Immediately upon his arrival, Jenks disarmed all blacks as well as white civilians and set about quelling the violence. Martial law was declared, and federal troops patrolled the streets of Elaine and Helena and scoured the countryside. By the time order was restored two days later, five whites and at least twenty-five blacks lay dead. Several hundred blacks were incarcerated in Elaine and Helena. When the Phillips County Grand Jury convened on October 27, over one hundred were still being held. In subsequent trials twelve were sentenced to death for first degree murder and another sixty-seven to prison terms. white community celebrated the trials and convictions as evidence of the rule of law over mob violence.5 Most of the facts in the official version of the riot were disputed not only by Walter White but by lawyers who appealed the convictions of the twelve black men sentenced to death. Yet the official version showed some staying power. One account written forty years after the riot essentially reiterated it. In 1961 J. W. Butts and Dorothy James published The Underlying Causes of the Elaine Riot of 1919, in this journal, arguing that a few disgruntled and misled African Americans hatched a plot to murder white planters and take their lands, that this insurrection was discovered before the conspirators could bring their plans to fruition, and that the white community responded reasonably given the situation. …

Leader Attributions for Subordinate Performance: Consequences for Subsequent Leader Interactive Behaviors and Ratings1

An important application of attribution theory deals with leader explanations for subordinate performance and their effects on future leader–member interactions and performance. In the present study, subjects worked on a 2‐trial task in which there was a leader and 2 members. Leaders received performance feedback and an attributional explanation for subordinate performance after Trial 1, and subsequent Trial 2 behavior was videotaped. Results showed that attributions significantly affected the amount of time spent by the leader talking to the group during the second trial, as well as the number of negative leader comments. Level of performance was a significant determinant of subordinate ratings and reward/punishment recommendations. Attributions differentially affected the punishment advocated by leaders, with failure due to internal causes more likely to be punished than failure due to external causes. Implications for an attributional theory of leadership are discussed.

The Brissot Dossier

Although I welcome Frederick de Luna's rereading of Brissot's life and works, I cannot agree with his characterization of my own work as sustained denigration. My purpose was not to declare Brissot guilty of spying for the police but rather to understand him and the milieu in which he wrote. Out of that attempt grew a general thesis about Grub Street as an ingredient in prerevolutionary France, which in turn fits into the larger effort to develop a social history of ideas. I would like to take de Luna's essay as an opportunity to discuss some of those larger issues. But first I had better return to the case of Brissot. I started to study Brissot's career in 1960, while doing research on The Gallo-American Society, a Bachelor of Philosophy thesis at Oxford, which I completed two years later. At that time, I saw Brissot very much as de Luna sees him now. The future leader of the Girondins seemed to be a disinterested idealist, who threw himself into the defense of slaves, the poor, Quakers, Genevans, Jews, Romanians, and all sorts of worthy causes, including the American variety of republicanism, for which he died on the guillotine. I still think there is much to be said for that view, which coincides with the picture Brissot painted of himself in his memoirs. But after first meeting Brissot in the company of people like Clarkson, Paine, and Jefferson, I began following his trail through archival material. I ran into him in many unexpected places: reports on libelous pamphleteering by British agents in London, letters about indigent writers by Parisian booksellers and Swiss publishers, accounts of stockjobbing on the Paris Bourse, and correspondence about speculation on the currency issued by the colonies during the American Revolution. What especially brought me up short was the reference to Brissot's spy-

Introduction of the President, Jacob Karl Frenkel

Members of the Society and guests, it is my pleasure and privilege to introduce Dr. Jacob Karl Frenkel, the President of the American Society of Tropical Medicine and Hygiene. Jack Frenkel is the fifth President of this Society to ask me to introduce him, and this must be a record. However, it happens that I have known him since 1940 which is longer than I have known any of the previous Presidents. Let me review Jack's history briefly, including both personal and scientific aspects of his life. When Jack arrived in Berkeley, California, in 1940 he was a 19-year-old fresh from the educational rigors of a gymnasium education in Germany. His father, Karl, a physician, and mother, Anne Marie, a nurse, believed that the political pressures of national socialism and the onset of war in Europe made it a desirable time to leave Germany. We thank them for this wise decision, as it gave us Jack as a future leader in our field.

Leadership qualities: Europe's CEOs are surveyed by management centre Europe

Abstract Today's Chief Executive may think of himself as a great business leader. But he's wrong. This so-called business leader is not within spitting distance of possessing the qualities expected of him by his management team. In a tightly-structured survey of over 1,500 top and middle managers, chief executives were found seriously wanting in critical areas that have been defined as key parts of the leadership equation for decades. That is the basis of the following article. It holds many lessons, and hints at the managerial anatomy of the successful future business leader.

Answering the call to IEEE leadership: Plan now to become involved in Institute activities that groom you for a future leadership role and enhance your engineering know-how

Do you envision yourself as a leader or a future leader? Do you anticipate increasing levels of responsibility and advancement as you progress in your career? If so, you may be the type of person who can benefit from becoming an IEEE leader.

Roger Malvin's Grandson

NOTES ROGER MALVIN'S GRANDSON Ann Ronald University of Nevada-Reno Most readings ofNathaniel Hawthorne's short story "Roger Malvin's Burial" focus on the man weighed under by guilt, Reuben Bourne. As the obvious center of the narrative, Reuben directs the reader's psychological and intellectual responses in ways that stress either the pathology ofthe tale or else its cultural connections with the past. Whether his acts finally are seen as sinful, innocent, justifiable, or inevitable, Reuben merits the most attention. Of significantly less importance, or so the critics argue, are Reuben's victims. The objects of Reuben's misdeeds—Roger Malvin himself , Dorcas, and her son Cyrus—often are dismissed peremptorily or else denied symbolic weight. Dorcas and Cyrus, in particular, are relegated by most readers to subsidiary roles. To ignore them, however, is to neglect a singular element ofthe theme of the story. "Roger Malvin's Burial" examines more than what it means to be a Puritan, more than the divine retribution ofa vengeful God, more than the abnormal psychology of a man twisted by guilt. It also looks away from the past toward a strangely lit future, one where the pioneer spirit meets a sad demise. This recurrent speculation of Hawthorne's, a question of the fate of the frontier, nowhere manifests itself as directly as in "Roger Malvin's Burial." Especially crucial to that manifestation is Cyrus Bourne and his premature death. The story's introduction to him, however, gives no hint ofhis personal fate but instead stresses his maturepotential. The fifteen-year-old, "beautiful in youth," is not merely an unformed youngster. Already he gives promise of a glorious manhood. He was peculiarly qualified for, and already began to excel in, the wild accomplishments of frontier life. His foot was fleet, his aim true, his apprehension quick, his heart glad and high; and all, who anticipated the return of Indian war, spoke of Cyrus Bourne as a future leader in the land.1 He sounds like Daniel Boone. He sounds like a young Natty Bumppo. Indeed , he sounds like the prototypical frontiersman and erstwhile symbol of the wilderness. Cyrus might be a model for the Deerslayer; or Hawk-eye ("that singular compound of quick, vigilant sagacity and of exquisite simplicity that by turn usurped the possession ofhis muscular features"2) might be a model for Cyrus Bourne. At any rate, the son ofReuben Bourne exemplifies the frontier spirit. 72Notes While other readers have noted a resemblance between Cyrus and the Western hero, they see this youngman in the shadow ofhis ancestors, not as the forerunner of a new breed. "Cyrus is the reincarnation of the younger Roger and Reuben—the beautiful young hunter and future warrior," says Agnes MacNeill Donohue. "He is the godlike man of the dream, the Adamic hero made for the uncorrupted Eden. The American Adam cannot survive, so he must die."3 Perhaps because Cyrus is dead, he subsequently rates no more than passing notice from this otherwise perceptive critic. Donohue, preferring to discuss the father, ignores the implications of the son. Diane Naples is equally unwilling to acknowledge Cyrus's role. She persuasively argues that "Reuben and Malvin are personifications of the frontier spirit cast in unheroic terms,"4 but she does not include their offspring in any like category. Even though she devotes a paragraph to Hawthorne's portrayal of the American Adam in this story, she leaves Cyrus completely out ofher analysis ofHawthorne and the frontier. Other critics make equally provocative remarks, only to dismiss them too. "Reuben has . . . projected himself into his son,"5 writes Frederick C. Crews, while Edwin Fussell concentrates on the "compulsive Western return ."6 Both Crews and Fussell immediately return to Reuben, the former mentioning Cyrus only as an adjunct to his father, the latter not regarding Cyrus's importance at all. Yet it is Cyrus who is Hawthorne's subject in the often-quoted passage about the American frontier. It is Cyrus who, fixing his eyes on the future, anticipates "the adventurous pleasures ofthe untrodden forest." Even when the narrator of "Roger Malvin's Burial" moves away from the boy and extrapolates prophetically, it is Cyrus, not Reuben, who triggers the...

Chapter XI: P'U-T'O Island

Seeing the covetousness of the verger, the asinine behavior of those who "sold sariras," and the grimace of the man who had died burning off his finger made me feel terribly distressed about Asoka Monastery. Because of this I spoke frankly to Hua-ti on the eve of my departure for P'u-t'o Island. "The fame of your monastery is known far and wide, because you have a sarira of the Buddha. Those who know about it consider themselves fortunate if they are able to come here to look and pay their respects. It is an honor that reflects on every one of the virtuous monks who live here. Each virtuous monk ought to cherish the honor. But, judging by what I have seen after a few days in your monastery, it seems that, except for using it as a tool for drawing pilgrims and making money, no one pays the slightest attention to the sarira. Since the verger of Sarira Shrine always tells people of the great benefits and merit that can be gained by worshiping the sarira, why doesn't he seriously seek the same benefit and merit for himself? If things go on this way, pilgrims who come here full of enthusiasm will go away sadly disappointed, and nothing could do more damage to the good name of your monastery. Brother, you are a virtuous, capable, perceptive young monk. You may very well become the future leader of this honorable monastery. I think you ought to take upon yourself the responsibility for doing away with these practices, so that future pilgrims to this monastery will not feel that they have come here in vain."

EFFECT OF METAL IONS ON THE COLOR OF STRAWBERRY PUREE

Journal of Food ScienceVolume 38, Issue 3 p. 460-463 EFFECT OF METAL IONS ON THE COLOR OF STRAWBERRY PUREE R. E. WROLSTAD, R. E. WROLSTAD Dept. of Food Science & Technology, Oregon State University, Corvallis, OR 97331Search for more papers by this authorJ. A. ERLANDSON, J. A. ERLANDSON Checkerboard Foods, Ralston Purina co., Checkerboard Square. St. Louis, MO 63199. Reprint requests should be sent to Oregon State University.Search for more papers by this author R. E. WROLSTAD, R. E. WROLSTAD Dept. of Food Science & Technology, Oregon State University, Corvallis, OR 97331Search for more papers by this authorJ. A. ERLANDSON, J. A. ERLANDSON Checkerboard Foods, Ralston Purina co., Checkerboard Square. St. Louis, MO 63199. Reprint requests should be sent to Oregon State University.Search for more papers by this author First published: March 1973 https://doi.org/10.1111/j.1365-2621.1973.tb01454.xCitations: 22 Technical Paper No. 3387, Oregon Agricultural Experiment Station. This research was supported by a Future Leader Grant from the Nutrition Foundation, Inc. AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume38, Issue3March 1973Pages 460-463 RelatedInformation

Raymond Lefebvre, national defence, and international revolution

Raymond Lefebvre, a young intellectual of middle-class Protestant background, broke away from the conservative world of his upbringing and its religious and nationalist beliefs, with the approach of the first world war. From then on he professed pacifist ideas and frequented socialist and syndicalist circles. When war broke out he was twenty-three, licencie en Histoire (Ecole Libre des Sciences Politiques). He volunteered for frontline service, and was wounded at Verdun. In 1916, while still convalescent, he joined the Socialist Party. Early in the following year he and Paul Vaillant-Couturier were among the principal founders of the Association Republicaine des Anciens Combattants (ARAC), over which Henri Barbusse presided. At the end of 1917 he began to take part in the activities of radical and socialist extreme left movements in Paris, and also took to writing; his anti-militarist novel, Le Sacrifice d'Abraham, was published in 1920. Severely handicapped by tuberculosis, he left Paris in the spring of I918 for the south, and took no further part in political life until the summer of I919. With Barbusse, Vaillant-Couturier, and Cyril Berger, he was one of the founders of the Clarte group. In November he stood as Socialist Party candidate in the general elections, campaigning on a revolutionary programme. He was one of the most original minds among French revolutionary youth, devoting his literary gifts and his impressive cultural heritage to the revolutionary struggle. It was because of his work that the ARAC became a leading force in establishing the communist movement in France. In his passage from pacifism to communism he carried along with him a great many ex-servicemen of his generation. He was indeed regarded as the future leader of French communism. Appointed as delegate of the Committee for

Plutarch's Alexander the Great as Focus for Greek Identity

Plutarch's Alexander the Great as Focus for Greek Identity. The Case of Alexander's Childhood and Youth in Vira Alexandri
 The present paper concentrates on the character of Plutarch’s Alexander and his idealized Greek traits as visible in one particular set of Plutarch’s stories: the narratives on the childhood and youth of Alexander, presented in Vita Alexandri. By presenting him as a Greek hero, with a number of typically heroic and typically Hellenic features, Plutarch transforms the image of the Macedonian king, creating a model for his audience to identify as an embodiment of Greek greatness. While the portrait of Alexander in Plutarch’s Life of Alexander is rather nuanced and not entirely positive (see, for example, his behaviour in the East), Plutarch seems, in the stories of Alexander’s childhood, to be carefully presenting him as a perfect Greek model of a hero and a future leader.