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Shadow work for leadership development

Stacie Chappell (Department of Management, Western New England University, Springfield, Massachusetts, USA)
Elizabeth Cooper (Department of Management, College of Business Administration, University of Rhode Island, Kingston, Rhode Island, USA)
George Trippe (Trippe Psychotherapy Practice, Perth, Australia)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 13 June 2019

Issue publication date: 14 June 2019

952

Abstract

Purpose

The purpose of this paper is to expand upon scholarship exploring the application of Jungian psychological concepts to leadership development.

Design/methodology/approach

This is a conceptual paper in which Jungian shadow is explored as a potential bridge between the simplistic conceptualization of good and bad leadership.

Findings

The importance of shadow work to leadership development is explored and activities for shadow work are provided.

Research limitations/implications

Because this paper is not an empirical study, it does not present research information, propositions or hypotheses.

Originality/value

The paper presents a clear and accessible introduction to Jungian psychology and suggests practical exercises for incorporating shadow work into leadership development.

Keywords

Citation

Chappell, S., Cooper, E. and Trippe, G. (2019), "Shadow work for leadership development", Journal of Management Development, Vol. 38 No. 5, pp. 326-335. https://doi.org/10.1108/JMD-08-2018-0216

Publisher

:

Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

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