Management development and the unconscious from an analytical psychology framework

Management development and the unconscious from an analytical psychology framework Purpose – The purpose of this paper is to explore and explicate the role of the unconscious, from an analytical psychology framework, in the development of managers. Design/methodology/approach – Developing effective managers is an enormous task requiring views from many different perspectives. The lifeblood of all types of managerial work and activity involves relating, understanding, cooperating, and depending on others at both a conscious and unconscious level. In this paper, management development and the unconscious is viewed from an analytical psychology (Jungian) perspective. Findings – Insights are provided from this framework describing how managers might become more receptive and effective in relational skills necessary for the effective management of the workplace. Originality/value – The paper develops a conceptual framework, which may help managers, through a dialogue with the unconscious, become more receptive to emotion, feeling and subjectivity in workers and themselves. This, in turn, may make them more effective in relating and being related to others. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Management development and the unconscious from an analytical psychology framework

Journal of Management Development, Volume 27 (6): 18 – Jun 13, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710810877857
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explore and explicate the role of the unconscious, from an analytical psychology framework, in the development of managers. Design/methodology/approach – Developing effective managers is an enormous task requiring views from many different perspectives. The lifeblood of all types of managerial work and activity involves relating, understanding, cooperating, and depending on others at both a conscious and unconscious level. In this paper, management development and the unconscious is viewed from an analytical psychology (Jungian) perspective. Findings – Insights are provided from this framework describing how managers might become more receptive and effective in relational skills necessary for the effective management of the workplace. Originality/value – The paper develops a conceptual framework, which may help managers, through a dialogue with the unconscious, become more receptive to emotion, feeling and subjectivity in workers and themselves. This, in turn, may make them more effective in relating and being related to others.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Jun 13, 2008

Keywords: Psychology; Work psychology; Management development; Jungian psychology

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