The journey of individuation
A Jungian alternative to the theory and practice of leading authentically
Bibliographic Data
| ID | 12883141 |
|---|---|
| Authors | Donna Ladkin (0000-0002-2369-0812, University of Plymouth, corresponding author), Chellie Spiller (0000-0002-1234-1764, University of Auckland), Gareth Craze (0000-0003-2344-9217, Case Western Reserve University) |
| Year | 2016 |
| Volume | 14 |
| Issue | 4 |
| Pages | 415-434 |
| Publication date | 2016-12-12 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Leadership (JOURNAL) |
| Journal identifiers | ISSN: 1742-7150 • E-ISSN: 1742-7169 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/1742715016681942 |
| OpenAlex | W2564343458 |
| Language | EN |
| Citations received | 4 |
| References cited | 52 |
Along with increasing interest in the concept of ‘authenticity’ as it applies to leadership, critique of dominant authentic leadership theorizing is also on the rise. This paper joins that critique in relation to a key aspect of dominant theorizing: its neglect of the unconscious and its role in shaping one’s experience and behaviour. This oversight results in an unrealistic version of ‘authenticity’ which over-emphasizes pro-social, positive conduct, prescribes components through which authenticity is achieved, and directs individuals to act from an individually determined ‘true self’ rather than recognizing the role that both others and the wider context play in the creation of that self. The notion of ‘mature personhood’, underpinned by Jung’s theory of individuation is offered as an alternative aspirational aim for those wishing to take up the leading role in a way which align what is ‘real’ for them at a given moment within the demands of organizational contexts. Drawing from Jung’s ideas of ‘the shadow’, the ‘centre point’ and ‘the collective’, we theorize an integrated approach to leadership which accounts for unconscious as well as conscious processes, works with less desirable aspects of the self rather than dismissing them, is achieved through reflexive processes rather than prescriptive formulae; and is collectively, rather than individually determined
Analytical psychology · Context (archaeology · Epistemology · Individuation · Personhood · Psychoanalysis · Reflexivity · Self · Shadow (psychology · Social science · Sociology · Unconscious mind · Ego Development and Educational Practices · Leadership, Courage, and Heroism Studies · Philosophy · Psychology · Psychotherapy Techniques and Applications · Social Psychology
Positive organizational behavior
Target Article
Real Patterns
Authentic Leadership
The Oxford Handbook of Leadership and Organizations
Objective Self-Awareness Theory
Free to be you and me
The impossibility of the ‘true self’ of authentic leadership
Art as experience
Prozac leadership and the limits of positive thinking
Paradoxes of authentic leadership
Papering the Cracks with Discourse
Theorizing leadership authenticity
Authentic Leadership and Positive Psychological Capital
From Transactional to Transcendental
Leadership
The Challenge of Integrating Psychodynamic and Organizational Theory
Managers Doing Leadership
Leadership
Identity undoing and power relations in leadership development
A Coach or a Couch? A Lacanian Perspective on Executive Coaching and Consulting
Towards a negative ontology of leadership
| Unique citing works | 4 |
|---|---|
| Citations per year | 0,67 |
| Citation span | 2020 - 2024 (5) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 4 |