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.
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.
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.
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.
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
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