Daniel, Michael E Review of: My door is always open: A conversation on faith, hope and the church in a time of change, by Pope Francis with Antonio Spadaro, trans. Shaun Whiteside, London: Bloomsbury, 2014, pp. 172, $30.00.

Daniel, Michael E Review of: Continental ambitions: Roman catholics in North America: The colonial experience, by Kevin Starr, pp. 605, hardback, $59.99.

Daniel, Michael E Review(s) of: Australians and the Christian god: An historical study, by Hugh Jackson, (Preston: Mosaic Press, 2013), pp.209, $37.95.

Daniel, Michael E Review of: It is right and just: Responses of the Roman Missal, by John M. Cunningham, Strathfield, NSW: St Pauls, 2017, pp. 63, paperback, $9.95.

Transpersonal Psychology concerns the study of those states and processes in which people experience a deeper sense of who they are, or a greater sense of connectedness with others, with nature, or the spiritual dimension. Pioneered by respected researchers such as Jung, Maslow and Tart, it has nonetheless struggled to find recognition among mainstream scientists. Now that is starting to change. Dr. Michael Daniels teaches the subject as part of a broadly-based psychology curriculum, and this book brings together the (...) fruits of his studies over recent years. It will be of special value to students, and its accessible style will appeal also to all who are interested in the spiritual dimension of human experience. The book includes a detailed 38-page glossary of terms and detailed indexes. (shrink)

Daniel, Michael E Review of: Martin Griver unearthed, by Odhran O'Brien, Strathfield, NSW: St Pauls, 2014, pp. 261, hardback, $39.95; paperback, $35.95.

Daniel, Michael E Review of: Wehrmacht priests: Catholicism and the Nazi war of Annihilation, by Lauren Faulkner Rossi, Cambridge, MA: Harvard University Press, 2015, pp. 255, hardback, $79.00.

Daniel, Michael E Review of: Saints, sacrilege and sedition: Religion and conflict in the Tudor reformations, by Eamon Duffy, pp. 253, paperback, $27.99.

Review of: Greek for Life: Strategies for Learning, Retaining, and Reviving New Testament Greek, by Benjamin L. Merkle, Robert L. Plummer, Grand Rapids, MI: Baker Academic, 2017, pp. 176, US$21.99.

Daniel, Michael E Review of: Words from the wound: selected addresses, letters and homilies of archbishop mark coleridge, by Mark Coleridge, edited by Anthony Ekpo and David Pascoe, pp. 342, $24.95.

Review of: Liturgy in the twenty-first century: Contemporary issues and perspectives, by Alcuin Reid, ed., pp. xxvi + 367, paperback, GBP17.99.

Daniel, Michael E Review(s) of: Benedict XVI: A guide for the perplexed, by Tracey Rowland, London: T and T Clark International, 2010, pp.160, $29.95.

Upholding cooperative norms via punishment is of central importance in organizations. But what effect does punishing have on the reputation of the punisher? Although previous research shows third parties can garner reputational benefits for punishing transgressors who violate social norms, we proposed that such reputational benefits can vary based on the perceived motive for the punishment. In Studies 1 and 2, we found that individuals who endorsed a consequentialist (versus deontological) motive for punishing were seen as more trustworthy. In Study (...) 3, the results showed that when pitted against one another, a person who endorsed a consequentialist (versus deontological) motive for punishing was chosen more often as a partner in a Trust Game. In Study 4, we found that a manager who expressed a consequentialist reason for punishing an employee was seen as having less psychopathic tendencies, and this related to the manager being perceived as more trustworthy and a superior cooperation partner. Using a recall methodology, Study 5 results showed that employees who perceived their managers as having more consequentialist (versus deontological) motives for punishing also perceived their managers as being less psychopathic and more trustworthy. Theoretical and practical implications are discussed. (shrink)

Symbols enable people to organize and communicate about the world. However, the ways in which symbolic knowledge is learned and then represented in the mind are poorly understood. We present a formal analysis of symbolic learning—in particular, word learning—in terms of prediction and cue competition, and we consider two possible ways in which symbols might be learned: by learning to predict a label from the features of objects and events in the world, and by learning to predict features from a (...) label. This analysis predicts significant differences in symbolic learning depending on the sequencing of objects and labels. We report a computational simulation and two human experiments that confirm these differences, revealing the existence of Feature-Label-Ordering effects in learning. Discrimination learning is facilitated when objects predict labels, but not when labels predict objects. Our results and analysis suggest that the semantic categories people use to understand and communicate about the world can only be learned if labels are predicted from objects. We discuss the implications of this for our understanding of the nature of language and symbolic thought, and in particular, for theories of reference. (shrink)

We introduce new leader humility scales capturing a theoretically rich conceptualization of leader-expressed humility aligned with traditional and ethically-grounded philosophies. These scales draw from recent inductive research (Oc et al., 2015) identifying nine dimensions of leader-expressed humility: (1) having an accurate view of self, (2) recognizing follower strengths and achievements, (3) modeling teachability and being correctable, (4) leading by example, (5) showing modesty, (6) working together for the collective good, (7) empathy and approachability, (8) showing mutual respect and fairness, and (...) (9) mentoring and coaching. The first three dimensions overlap with the most prominent conceptualization of leader-expressed humility in the literature (i.e., Owens et al., 2013). However, the latter six dimensions are unique and represent an expanded understanding of the humble behaviors of leaders, which have implications for leaders and their ethical behavior in organizations. We conducted three studies resulting in two versions of the leader-expressed humility measure: 1) a 27-item scale with the nine dimensions (i.e., the “Leader-Expressed Humility” [LEH] scale) and 2) a 9-item brief scale (i.e., the “Brief LEH” scale) comprised of one item from each of the nine dimensions. As an initial step, we generated a pool of items that reflected each dimension. Next, we validated the LEH and Brief LEH scales in Study 1 and cross-validated the Brief LEH scale in Study 2 with two samples of subordinates in Singapore. As a final step, in Study 3, we cross-validated the Brief LEH scale with a sample of subordinates in the United States. (shrink)

Disputes over the nature of faith, as understood in the Judaeo-Christian tradition, sometimes focus on whether it is to be identified exclusively with trust in God or with loyalty/fidelity to God. Drawing on recent work on the semantic range of the Hebrew ʾĕmûnâ and Greek pistis lexicons, we argue for a multidimensional account of what it is to be a person of faith that includes trust and loyalty in combination. The Trust-Loyalty account, we maintain, makes better sense of the faith (...) of exemplars, including Abraham, and fits well with the biblical language of faith. Further, a normatively appropriate combination of trust and loyalty towards others is a recognizable social virtue, aimed at promoting flourishing relationships. Finally, we consider how to make sense of ancient and modern exemplars of faith who protest against God, such as Job and Elie Wiesel, and argue that the Trust-Loyalty view is uniquely well suited to accommodate them. (shrink)

Poor ethical decision–making costs industry billions of dollars a year and damages the images of corporations. Thus, by answering the question ‘Why do individuals behave as they do when confronted with ethical issues?’ ethical theory can provide businesses with a means to create a more ethical climate and a more successful operation. This study tested the Ethical Decision–Making Model with accountability (Beu & Buckley 2001), which uses theory that suggests that ethical behavior is influenced by the individual, the issue, social (...) relationships (accountability), and the organization in which the employee is embedded (Brass, Butterfield & Skaggs 1988; Frink & Klimoski 1998). The results showed that individuals’ thought processes (cognitive moral development), personalities (locus of control, hostility and aggression, Machiavellianism), and gender influence how they respond to ethical dilemmas, as well as the salience of the moral issue (moral intensity) and the environmental context (work/school). (shrink)