Shadow work for leadership development

Authors

Stacie Chappell, Western New England University
Elizabeth Cooper, University of Rhode Island
George Trippe, Trippe Psychotherapy Practice

Document Type

Article

Date of Original Version

6-14-2019

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.

Publication Title, e.g., Journal

Journal of Management Development

Volume

38

Issue

5

Citation/Publisher Attribution

Chappell, Stacie, Elizabeth Cooper, and George Trippe. "Shadow work for leadership development." Journal of Management Development 38, 5 (2019): 326-335. doi: 10.1108/JMD-08-2018-0216.