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Management development and the unconscious from an analytical psychology framework

Robert Figler (Department of Management, The University of Akron, Akron, Ohio, USA)
Susan Hanlon (Department of Management, The University of Akron, Akron, Ohio, USA)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 13 June 2008

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.

Keywords

Citation

Figler, R. and Hanlon, S. (2008), "Management development and the unconscious from an analytical psychology framework", Journal of Management Development, Vol. 27 No. 6, pp. 613-630. https://doi.org/10.1108/02621710810877857

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited