James

The fact that James does not explain the meaning of anointing with oil ( James 5:14) likely indicates that he presupposes that his first-century audience will rely upon shared knowledge. But what is this common ground? The logic of our answer rests on several interlocking propositions regarding James 5:14. First, we will demonstrate that James envisioned an anointing of the head or face. Second, we will demonstrate that an anointing of olive oil creates a shining face and that this was a recognized phenomenon. Third, a shiny face would have evoked images of Moses from scripture and history. By creating a physical echo of Moses on the face of the sick, James just might be encouraging the followers of Jesus to seek an intimate encounter with God through prayer that parallels Moses’ encounter with Yahweh. In sum, we will argue the plausibility of the thesis that oil was used to anoint the face so that it physically shined and symbolically represented an encounter with God.

This article takes a genealogical approach to the problem of affective communication that we find coalescing around the phenomenon of ‘affective transfer ’ identified in experiences such as voice-hearing, telepathy and hypnotic suggestion. These experiences breach the boundaries between the self and other, inside and outside, and material and immaterial, and make visible some of the central issues that are important in re-thinking affect, relationality and embodiment. The article will attempt to re-engage the problematic of subjectivity by asking what a turn to affect entails within such technologies of listening and attention. This is particularly important when such turning or opening to affect engenders a conversation with traumatic memories, albeit a conversation that does not occur primarily in a verbal register. The key focus will be on the marginalized status of telepathic modalities of affective transfer throughout the histories of the development of the psychological scienc...

The importance of authentic approaches to lead-ership is far reaching in both the research and practi-tioner domains. Economic, geo-political, and techno-logical developments over the past few decades have placed demands on leaders that require them to be transparent, be aware of their values, and guide orga-nizations with a moral/ethical perspective. In turn, or-ganizations are looking to extant research to determine how to select and develop leaders that will add com-petitive advantage not only by impacting the short-term bottom line but also by leading with values that reflect those of stakeholders and creating a long- term vision. Management scholars have responded to these calls by pursuing research in both authentic leadership and positive psychological capital. Authentic leader-