Karakterépítés - Decoding Leadership

The Jungian Identity System - Decoding Success

In the modern approach, corporate organisations are seen as living intelligence, which, because they are made up of a community of people, operate according to psychological rules that are specific to individual people. That is, group identity and intelligence or collective functioning prevail. In this approach, an organisation's own consciousness is primarily determined by its leaders, whose individual qualities and talents add up to form the organisational consciousness.The organisation's characteristics, efficiency, responsiveness, development capacity and stability will determine its growth potential and its ability to adapt to market changes. 

In the Jungian approach, the ways of functioning transmitted by leaders to the organization are decoded by means of an archetypal system. An archetype denotes a type of instinctive response to an external problem. Over thousands of years of evolution, these successful and well-functioning patterns have become embedded in human collective knowledge. The good leaders are those who can access and operate this collective intelligence and inject or represent it into the organisation as a whole. When this works well, the growth potential and survival capacity of the organisation is multiplied, giving it a competitive advantage. 

Based on the book Mapping the Organizational Psyche’ ( by John G. Corlett and Carol S. Pearson) and the research and views of several leading business schools, the best and most modern approach to mapping these dynamics is a model based on Jungian psychology. See the Harvard Business Review article.

A huge advantage of this model is that we can map and capture leadership development, organisational development, business development and branding in the same system. With a little courage, it can even be used for market segmentationand customer grouping. It can also be used to analyse competitor communications and brands, and to decode how they are succeeding or failing in the marketplace. A conscious archetype-based organisational structure automatically gives the organisational identitythat is the basis for employer branding. It ensures organisational integration, managerial collaboration, and the consistency of internal and external identities towards customers, and the credibility of our communication. 

Below is a brief description of this approach.

The Corporate Organisation Consciousness Map 

  • Conscious Organization: management instructions, business plan, job roles and job descriptions, organizational structure, business strategy, business plan
  • Organization Unconscious - organizational identity, corporate culture, organizational customs, organizational problems and conflicts
  • Organization Shadow - denied or hidden features, non-functioning areas, unused options
  • Collective Unconscious - industry collective and archetype-based organisational dynamics
  • Operating Environment - market, how the market sees the organisation or company - public face, public image, brand

Organisational Intelligence in a Jungian Approach

  • Meaning - mission statement, business strategy, branding and image 
  • Material Subsystem - infrastructure, site, financing, administration
  • Production Subsystem - profit generating activity, for commercial or e-commerce companies, webshop sales, purchasing, inventory, pricing
  • Human Community - cooperation and work efficiency, effectiveness, commitment within the organisation
  • Learning Subsystem - problem management, learning, development from solutions, business development, organisational development

The Functional Unit and the Relationship between Archetypes

It shows what archetypes each functional sub-unit requires to function well. The archetypes are added to the organisation by the managers. If the leadership team lacks a particular archetype, that area will not function well at the organizational level. 

Summary Diagrams of the Archetypes we use in Leadership and Organisational Development

Leadership Style (Leadership Mindset) Archetypes

The archetypes used in branding may differ. 

System and Order - King and Judge
  • KING - Authentic Service Based Leadership. Authentic servant leaders put the needs of their team before their own. They lead by example and cultivate a culture of humility, empathy and service.
  • JUDGE - The strategist: leadership as a game of chess. These people are good at dealing with developments in the organization’s environment. They provide vision, strategic direction and outside-the-box thinking to create new organizational forms and generate future growth.
  • SUPPORTER - The Caring Nurturer Caring Nurturers prioritize the well-being of their team members. They create a supportive atmosphere where individuals feel valued and cared for.
  • MERCHANT - The transactor: leadership as deal making. These executives are great dealmakers. Skilled at identifying and tackling new opportunities, they thrive on negotiations.
  • PERFORMING ARTIST OR JESTER - The Adaptable Chameleon. Adaptable Chameleons possess the agility to navigate ever-changing landscapes. They adjust their approach based on circumstances while maintaining their core values. Innovator. 
  • ENTREPRENEUR - The builder: leadership as an entrepreneurial activity. These executives dream of creating something and have the talent and determination to make their dream come true.
  • TRANSFORMER - The change-catalyst: leadership as a turnaround activity. These executives love messy situations. They are masters at re-engineering and creating new organizational ”blueprints.”
  • PROMOTER - The Inspirational Storyteller Inspirational Storytellers captivate their audience with compelling narratives. They use storytelling to convey messages that resonate deeply and motivate action.
  • WARRIOR - The Results-Driven Driver Results-Driven Drivers thrive on achieving goals. They lead by example, pushing themselves and their team to exceed expectations and deliver tangible outcomes.
  • TEAM-MEMBER - The Collaborative Facilitator Collaborative Facilitators excel at bringing diverse minds together. They foster teamwork, leveraging the strengths of each member to achieve collective success.
  • TEACHER - The Empathetic Mentor Empathetic Mentors prioritize the growth and well-being of their team members. They listen attentively, offer guidance, and create an environment where individuals can flourish.
  • EXPERT - The Analytical Problem-Solver. Analytical Problem-Solvers approach challenges with a methodical mindset. They dissect complex issues, analyze data, and derive innovative solutions.
  • CREATOR - leadership as creative idea generation. These people are focused on the new. They possess a great capacity to solve extremely difficult problems.
  • INNOCENT - Pure, virtuous and faultless. The eternal optimist. Seeks the promise of paradise. Embodies a sense of oneness and renewal, representing inner peace and acceptance.

Archetypes of Leadership Attitudes and Motivation

The dynamics of the work of each department and group are fundamentally determined by. 

Belonging - Family and Home
  • Family - a supportive community of love
  • Home - the place where we feel safe and secure
  • Lover - a person we are closer to because we enjoy their company, they are good to be with
  • Object of love - can be a person, a job, a position, a task type. Anything we desire to be ours.
  • Hero - a person who achieves his mission, purpose
  • Goal - a set result that we want to achieve and that is associated with a sense of achievement 
  • Dreamer - a person who takes pleasure in inventing and creating new things
  • A Brighter Future or Better Future - a future state for which we are willing to make sacrifices
  • Group - a community who follow their leader
  • Leader - the person in charge of running an organisation/community; who knows what needs to be done and how to do it to get that community/organisation to achieve their goals

Leadership Archetype Portfolios

The combination of archetypes needed to effectively perform each management level. The proportion of these needs to be developed individually.

Business Owner Portfolio

Mindset Archetypes: Entrepreneur, Artist, Supporter, Judge + one that is the closest to them

Motivational Archetypes: Dreamer, Visionary, Explorer

Mindset Archetypes: Sovereign, Promoter, Team-Member, Merchant, Teacher, Transformer, Judge + one that is the closest to them

Motivational Archetypes: Visionary - Vision and Purpose, Ruler - community building and community leadership

Mindset Archetypes: Warrior (from the axis of power) overcoming problems, Judge - checkpoints, control, Team Member, Expert - professionalism, situation analysis

  • none of these four can be in the shadow of the middle manager, because then the managerial function will be blocked
  • + a custom one, which is closest to his/her leadership style and personality (any one of them)

 

Motivational Archetypes:

  • should reach the Hero
 

Areas:

  • organisation management, management of a department (own team)
  • plan implementation
  • timings
  • control, checkpoints
  • resource management
  • problemsolving
  • scheduling and organising tasks
  • carrying out tasks
  • team leadership
  • risk analysis (Expert)
  • risk management
  • efficiency
  • running routines
  • tracking plans
  • discipline
  • serve as a model for your team
  • situational awareness
  • analytical skills
  • decision-making ability
  • discerning ability
  • fast reaction
  • change management
  • capacity to act
  • compliance with order
  • technological knowledge, use of tools
  • clear, to the point, factual communication
  • the flow of information
  • formal communication (meetings)
  • production, creation
 

What to look out for in other archetypes:

  • the Sovereign/Ruler (King) should not be too powerful - because then he will be self-righteous, not accepting order, building his own world, his own little kingdom
  • if there is an Artist, it is not factual, it avoids the facts, the real situation, it shows a nicer picture
  • here it is not good for the Teacher to just explain, give a lecture - it is important for the leader to show, participate, do
  • you must be careful with the Supporter, to not be overly emotional about the issues - because as a leader you need to give strong guidance
  • With the Merchant, be careful not to make separate individual agreements - he contracts for a task, that is the connection with others - he does not have to deal with individual motivations (that is for the top manager)
  • what is closest to his or her personality - that should give his or her style of leadership, it should be operated in a leadership style, and not used as a replacement for any of the other archetypes

Mindset Archetypes: Team-Member - doing your job, Expert - understand your profession, + find your own archetype that is closest to your personality 

Motivational Archetypes:  here the Child and the Lover are good, the unemployed is the Orphan 

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