Crises of Leadership in the Post-Destruction Apocalypses 4 Ezra and 2 Baruch Shayna Sheinfeld Faculty of Religious Studies Mcgi
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Crises of Leadership in the Post-Destruction Apocalypses 4 Ezra and 2 Baruch Shayna Sheinfeld Faculty of Religious Studies McGill University, Montréal May 2015 A thesis submitted to McGill University in partial fulfillment of the requirements of the degree of Doctor of Philosophy. © Shayna Sheinfeld 2015 ii Table of Contents Abstract vi Acknowledgements viii Dedication x Introduction 1 Part One: Theoretical and Historical Framework Chapter One: The Function of Genre and Pseudepigraphy in 4 Ezra and 2 Baruch 16 1.1 Introduction 17 1.2 Genre 19 1.3 Pseudepigraphy 22 1.3.1 Discourses Tied to Founders and Traditionary Processes 25 1.4 Leaders in the Textual Tradition 29 1.4.1 Ezra in the Textual Tradition 29 1.4.1.a Why Ezra? 29 1.4.1.b Ezra in the Hebrew Bible 31 1.4.1.c Ezra in the Apocrypha: 1 Esdras (Greek Ezra) 34 1.4.1.d Ezra in Josephus 34 1.4.1.e Ezra in 4 Ezra 34 1.4.2 Baruch in the Textual Tradition 35 1.4.2.a Why Baruch? 35 1.4.2.b Baruch in the Hebrew Bible 36 1.4.2.c Baruch in the Apocrypha: Book of Baruch (1 Baruch) 39 1.4.2.d Baruch’s mention in the Damascus Document 41 1.4.2.e Baruch in Josephus 42 1.4.2.f Baruch in 2 Baruch 42 1.5 Conclusion 43 Chapter Two: History of Jewish Leadership in Judaea in the 1st and 2nd Centuries 45 2.1 Introduction 46 2.2 Leadership at the Time of the First Revolt (66–72 C.E.) 47 2.3 Excursus: Leaders in Other Jewish Literary Tradition: Pseudo-Philo’s Liber Antiquitatum Biblicarum as an Example 56 2.4 Leadership at the time of the Bar Kokhba Revolt (132–135 C.E.) 59 2.4.1 Numismatic Evidence 60 2.4.2 Epistolary Evidence 62 2.4.2.a Jewish Holiday Observance 63 2.4.2.b Discipline 66 2.4.2.c Terminology 70 2.5 Conclusion 72 Part Two: 4 Ezra iii Chapter Three: “For in them are the Springs of Understanding” (4 Ezra 14:47): Ezra as Leader in 4 Ezra 75 3.1 Introduction 76 3.2 Status Quaestionis of 4 Ezra Research 78 3.2.1 Dating and Provenance of 4 Ezra 78 3.2.2 Language of 4 Ezra 81 3.2.3 Literary Unity 82 3.3 Literary Analysis of 4 Ezra 87 3.3.1 4 Ezra 5:16–20a 87 3.3.1.a Paltiel and Leadership Hierarchy 89 3.3.1.b “The Shepherd who leaves his Flock” 90 3.3.2 4 Ezra 12:40–50 92 3.3.2.a Introduction 12:40 93 3.3.2.b Community Address 12:41–45a 95 3.3.2.c Ezra’s Response 12:45b–48 100 3.3.2.d Conclusion of the Narrative 12:49–50 102 3.3.3 Excursus: The remnant in 4 Ezra 102 3.3.4 4 Ezra 14 106 3.3.4.a Ezra’s Call and the Parallels with Moses 107 3.3.4.b Ezra speaks to the People 109 3.3.4.c Ezra’s Final Revelation 113 3.4 Conclusion 114 Chapter Four: The Historical Implications for Leadership as Portrayed in 4 Ezra 118 4.1 Introduction 119 4.2 Socio-Historical Location of 4 Ezra 119 4.3 Issues of Social Location 121 4.3.1 The Intended Audience of 4 Ezra 124 4.4 Conclusion: The Portrayal of Leadership in 4 Ezra and its Implication for Leadership in the Post-Destruction Period 127 Part Three: 2 Baruch Chapter Five: “Israel will not be in Want of a Wise Man” (2 Baruch 46:4): Baruch as Leader in 2 Baruch 130 5.1 Introduction 131 5.2 Status Quaestionis of 2 Baruch Research 133 5.2.1 Language of 2 Baruch 133 5.2.2 Dating and Provenance of 2 Baruch 134 5.2.3 Literary Unity 138 iv 5.3 Literary Analysis of 2 Baruch 140 5.3.1 2 Baruch 31:1–34:1 140 5.3.2 2 Baruch 44:1–47:2 149 5.3.3 2 Baruch 53–76 157 5.3.3.a The Bright Waters 160 5.3.3.b The Black Waters 164 5.3.3.c The End Times and the Messiah 167 5.3.4 2 Baruch 77 168 5.3.5 The Epistle of 2 Baruch: 2 Baruch 78:1–87 177 5.4 Conclusion 180 Chapter Six: The Historical Implications for Leadership as Portrayed in 2 Baruch 184 6.1 Introduction 185 6.2 Socio-Historical Location of 2 Baruch 186 6.2.1 The Seven Elders and Socio-Historical Location 187 6.3 The Polemics of the Author of 2 Baruch 189 6.4 The Audience of 2 Baruch 193 6.5 Conclusion: The Portrayal of Leadership in 2 Baruch and its Implications for Leadership in the Post-Destruction Period 196 Conclusion: Crises of Leadership in 4 Ezra and 2 Baruch 198 Bibliography 205 v Abstract This project examines the implications of 4 Ezra and 2 Baruch in understanding Jewish leadership in the period following the destruction of the second temple in 70 C.E. Through a literary analysis of each apocalypse, I argue that the ways in which Ezra and Baruch are portrayed as leaders, their interactions with the inscribed communities, and the function of the texts suggest that both texts have specific guidelines about the type of leader the intended audience should follow. 4 Ezra establishes scriptural interpretation as the dominant attribute in the leader it promotes, as well as a leader who will encourage expectations of the impending end times, while 2 Baruch anticipates that the eschaton is nearly here and awaits the leadership of the messiah, while encouraging its audience to remain non-militaristic. Both texts are intended to reach a broad and non-sectarian audience. I conclude that these different portrayals of the type of leader to be looked for by the community follows a larger crises of leadership found in other texts and material evidence from around the same period. This analysis of 4 Ezra and 2 Baruch offers not just a description of what types of leadership options were available after the destruction of the temple in 70 C.E.; it further provides evidence that in Judaea in the period following the destruction of the temple, there were competing ideals of leadership. The instability of authority figures posed problems to which Jewish communities felt compelled to respond in texts such as 4 Ezra and 2 Baruch. vi Résumé Ce projet explore les implications de 2 Esdras et 2 Baruch dans le contexte de la direction de la communauté juive dans la période suivante la destruction du Second Temple à 70 A.D. Par l’entremise d’une analyse littéraire, je demontre que la façon dont Esdras et Baruch sont présentés comme étant des dirigeants, leur interaction avec la communauté et la fonction des textes suggèrent que les deux textes contiennent des précisions concernant le genre d’autorité que l’audience ciblée devrait suivre. Dans 2 Esdras, on voit que le rôle principal du dirigeant c’est l’interpretation des Saint-Écritures et d’encourager l’attente de la fin des temps tandis que 2 Baruch prévoit que l’eschaton est imminent et attend l’arrivée du Messie, tout en encourageant son audience à demeurer non- militarisé. Les deux textes visent un large public. Je conclus ces deux portraits contradictoires mettent en relief la crise du leadership que l’on trouve dans d’autres textes et matériel de la même periode. Cette analyse de 2 Esdras et 2 Baruch fournit non seulement une description des différents styles de leadership dans la communauté dans la période suivant la description du Temple; je démontre que pendant cette période, il y avait des modèles du leadership en concurrence et la communauté juive se sentait obligée de l’adresser dans des textes tels que 2 Esdras et 2 Baruch. vii Acknowledgements This project has without a doubt been a labour of love which could not have been completed without the support of so many people. I am indebted to the many people who have shaped me as an interpreter of early Jewish texts from my undergraduate years through my graduate education. J. Albert Harrill began me on this journey many years ago at DePaul University in Chicago, when he gave me a copy of the Old Testament Pseudepigrapha and told me to read it. John Collins, Tal Ilan, Jon Levenson, Shaye Cohen, Lorenzo DiTommaso, Naftali Cohn, Gerbern Oegema, Patricia Kirkpatrick, Ian Henderson, B. Barry Levy, and the late Ellen Bradshaw Aitken have all contributed in so many ways to my understanding of the ancient world. I am especially indebted to my supervisor, Gerbern Oegema, for his unwavering support and encouragement throughout my entire doctoral program and especially during the writing of this dissertation. In late spring 2010 I approached my colleague Meredith Warren, asking her if she wanted to join me in an academic writing group. That fall she brought in Sara Parks as our third member. I cannot imagine going through this process without the sharp eyes, keen insights, and positive support of my writing group. They have been a constant source of strength, encouragement, constructive criticism, and friendship. There are not enough words to express to both of you how grateful I am. I would also like to extend my appreciation to Carla Sulzbach, who is always willing to offer constructive feedback and insightful comments, as well as (again) to Meredith Warren for acting as my work BFF.