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The purpose of this paper is to investigate the theoretical potential of applying Jungian/analytical psychology concepts to a contemporary therapeutic community (TC) within the national health service.

A literature review concerning a Jungian understanding of group psychotherapy and TCs was undertaken. A summary and discussion of a detailed written account of a previous Jungian TC was then conducted. A comparison between a modern-day TC and Jungian approaches was then conducted with an ending discussion on the feasibility of incorporating Jungian ideas into modern work.

While Jung is thought to have a wholly negative view of groups and group psychotherapy, this was not found in the case. Furthermore, post-Jungian authors have attempted to use ideas from analytical psychology in their group work. While there are some aspects that could be implemented with relative ease in the modern TC, a complete shift into this different way of working would be a challenge and its current evidence base would not support this.

To the best of author’s knowledge, there are no other academic papers that have considered this subject.

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.

The purpose of this paper is to present a case study of a specialist at a research institution turned into an unwilling manager who lost her Jungian self under the managerial persona and shadow pressures of the organization. The findings lead to a personal development model.

The problem and solution are translated into Jungian language, which fits with the Buddhist approach chosen by the interviewee. The case study looks for answers to questions: How responsible should individuals be? How far should they go: blow the whistle? Is responsible leadership possible in an organization whose ego is in the powerful grip of its persona and shadow? What is the role of individual/group/organizational/societal unconscious in striving for responsible leadership? Can an organization become aware of its persona and shadow and develop into an enlightened self?

Individuals can take responsibility for the less powerful but not always for the more powerful. Whistle‐blowing may be counterproductive. Responsible leadership is possible, if individuals/groups/organizations/societies are mature enough to become aware of their persona and shadow to free this energy for responsible behaviour. A Jungian‐Buddhist personal development model is built.

Single case study results are not generalizable, but the presented problem may be common in research organizations. The model requires further empirical support.

Holistic personal development: “Loose (don’t lose) your self. Shelve your persona! Don’t fear your shadow; learn to know it!”

The paper presents a novel account of presenting and solving a real‐life managerial problem through integrating Buddhist and Jungian knowledge, and introducing a Jungian‐Buddhist model.

The purpose of this paper is to consider a psychoanalytic explanation for the challenges facing social entrepreneurs in Scotland.

A qualitative approach was used, in an exploratory study involving semi‐structured interviews with, and observation of, a purposive sample of social entrepreneurs.

Respondents exhibited a sense of splitting between the archetype of hard driving business leader and that of social reformer. One respondent was able successfully to integrate the two roles through an intuitive understanding of psychodynamic processes.

This was an exploratory study with a small sample.

In a period of financial challenge for the UK economy, presenting new challenges for social enterprises, the findings add to researchers' understanding of apparently irrational responses to change.

There is limited research into the impact of archetypes on business behaviours and the paper aims to extend the literature.

Much competence analysis lacks a framework in which to examine different skills and abilities. Suggests that the eight functions defined by Jung in terms of psychological types can be thought of as competences. The Jungian model then provides clear guidelines on the probability of different competences being present in one individual, and on the path involved in developing other competences. According to Jung all‐round competence is highly unlikely until the latter half of individuals′ lives. Suggests reasons why the model is not more widely used.

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

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

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

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

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

The purpose of this paper is to present a discussion of the ways that personality tests have been used in accounting research.

The paper is structured as a literature review of the personality testing area, with particular emphasis on its application in accounting research.

The idea of personality impacting accounting has received some attention in recent years. However, it is an understudied area and the research to date is somewhat inconclusive. The findings are that over the last decade personality psychologists have made significant advances in personality theory and measurement. This paper summarizes: the theory of personality; the two most common personality typologies (i.e. the Jungian psychology‐based Myers‐Briggs Type Indicator (MBTI) and the Five Factor Model (FFM); and discusses the application of personality in accounting research.

It is somewhat problematical to draw precise boundaries that include all relevant studies, and yet exclude appropriately distant ones, as there are a number of constructs that may, or may not, be considered to be “personality”. Another limitation is that the research studies published so far do not all agree one with another.

The conclusion reached is that, while there is a role for personality/accounting research using both MBTI and FFM, research using the FFM is particularly important for analytical and predictive research in this area and to triangulate previous MBTI studies.

As a literature review, there is little that is intrinsically new here, but the juxtaposition of different approaches and findings will be informative to researchers in the area and, to a lesser extent, practitioners.

The paper aims not only to provide evidence of the Jungian personality theory in the context of management through managers' lived experience but also to ask a deeper question of what this theory–practice coherence entails.

Situated as preliminary, this study used a phenomenological approach to detail managerial accounts across four managers in an Indonesian higher education institution. A survey of personality types using an online Jungian-based personality assessment tool was conducted, followed by an in-depth interview with selected managers.

The study provides the following evidence: the coherence between the perceived managerial practices and the theorized cognitive processes of each personality type and between the way the instrument measures personality types and the theorized cognitive processes.

While the study faces an issue of data saturation, given the sample size, the study has conducted the process of triangulation by sampling managers with resembling cognitive processes as theorized (INTJ, with ENTJ; ISFJ with ESFJ). A broader implication is around the use of qualitative, phenomenological approach to the study of personality types and cognitive processes.

Promoting diverse ways of managing based on personality types, this paper includes implications specifically for developing managers in charge of core business processes in terms of flexibility when managing and leading a team.

This paper presents an account of how personality types (through their dominant cognitive functions) resonate with real-life managerial practices, connecting the descriptive nature of personality types and the normative nature of management.

In the Western world, Carl Jung was the first to posit a theory of synchronicity to explain the startling divinatory power of the I Ching. Yet long before his time and unbeknownst to the West, the Chinese had already institutionalized as their tradition, simple practices for enabling decisions grounded on the synchronous concept. The purpose of this paper is to explain the process from within the context of Chinese Buddhist spirituality.

The approach here is to provide the background of Han Chinese Buddhism in modern China and within it, the wide practices of Kuan Yin spirituality and introducing the tools that the Chinese devised for consulting the Goddess of Mercy, as Kuan Yin is otherwise known. Then a discussion is made, for the first time, of the underlying mechanics as well as the mind and energy aspects. Having so introduced the religious background, spirituality, tools and mechanics, the processes of temple consultations for decisions are then explained. In the discussion, a framework for classifying decisions is outlined along with probability concepts. There is also the requirement for the inquirer to seek a metaphorical interpretation of the poetic imagery as contained in the Qian (a slip of paper).

Through writing this paper, the author wishes readers, both managerial and those in research, to understand what is still the approach (even more widely in China now than before) in how the Chinese – in and outside of China – approach the task of making major, complex decisions. These practices which date from antiquity clearly suggest the Chinese had gone beyond Jungian synchronicity in translating the theory into practice for decision making. In other words, they had long recognized the need for tools, techniques and approaches to help them make complex, difficult decisions: decisions that often go beyond the rational boundaries of the mind.

With the rising impact of the Chinese on the global economy and society, there is clearly a need for works that explain major Chinese processes such as the making of decisions. The art of decision making by the Chinese on the basis of what Jung theorized as synchronicity should become much better understood by researchers and managers.

There are very few academic papers exploring the process of Kuan Yin consultation in decision making by the Chinese. Yet this can be seen across many temples in everyday China and overseas Chinese communities as well as in Japan, Korea and Vietnam. The understanding of such processes is necessary for anyone, who wishes to grasp the minds of the Chinese as regards the process involved in the making of major decisions.

Moral exemplarity is a desirable but complex achievement. The chapter discusses the meaning of moral exemplarity and examines how the self, as a psychological and spiritual centre within a Jungian perspective, contributes to fostering moral commitment.

A narrative study was conducted amongst ten spiritual healers in New Zealand and France. Stories were collected and analysed interpretively to uncover meaningful patterns about spiritual healers’ moral stance and apprehension of the self.

Spiritual healers demonstrated a deep commitment to the self which clearly sustained a commitment to serve or help others. Commitment to the self was articulated around five core values: self-work, self-reflection, humility, self-integrity and love.

The chapter highlights the moral value of inner work. The self, in its archetypal sense, carries as potential an ‘innate morality’ that resonates in the heart and nurtures integrity and authenticity. To commit to the self requires undertaking a long and painful exploration of the psyche and integrating unconscious material into ego-consciousness. The participating spiritual healers, who had committed to their self and were well advanced on their psychological exploration journey, displayed moral qualities akin to exemplarity.