Journal of Organization and Human Behaviour

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Archetypal Images of Leadership


Affiliations
1 Chennai, Tamil Nadu, India
     

   Subscribe/Renew Journal


This paper explores the archetypal images of leadership that are commonly acquired by individuals (leaders and followers). This study has identified four broad archetypes through a qualitative study of sketches of leaders’ characters using projective technique. The study compares and contrasts these archetypes with other similar frameworks. A questionnaire is used to measure these archetypes as reflected in the self-concepts of 414 subjects. Evidence of reliability and validity of these archetypes as meaningful constructs is discussed. The paper further explores implications of the archetypal perspective of leadership on both emergence and effectiveness of leadership.

Keywords

Leadership, Leadership Archetypes, Leadership Styles.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.

  • Bridges, W. (2000). The character of organizations: Using personality type in organization development. Nicholas Brealey Publishing.

  • Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17(3), 288-307.

  • Cameron, K. S., & Quinn, R. E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.

  • Campbell, J., & Blake, E. (1989). The hero’s journey. Mythology Limited/Public Media Video.

  • Carr, A. (2002). Jung, archetypes and mirroring in organizational change management: Lessons from a longitudinal case study. Journal of Organizational Change Management, 15(5), 477-489.

  • Catterall, M., & Ibbotson, P. (2000). Using projective techniques in education research. British Educational Research Journal, 26(2), 245-256.

  • Chen, C. C., & Meindl, J. R. (1991). The construction of leadership images in the popular press: The case of Donald Burr and People Express. Administrative Science Quarterly, 521-551.

  • Church, A. H., & Waclawski, J. (1998). The relationship between individual personality orientation and executive leadership behaviour. Journal of Occupational and Organizational Psychology, 71(2), 99-125.

  • Cortina, J. M. (1993). What is coefficient alpha? An examination of theory and applications. Journal of Applied Psychology, 78(1), 98.

  • Crowther, S. S (2011). Integra biblical leadership. Journal of Biblical Perspectives in Leadership, 3(2; Summer 2011), 60-76.

  • Donoghue, S. (2000). Projective techniques in consumer research. Journal of Family Ecology and Consumer Sciences: Tydskrif vir Gesinsekologie en Verbruikerswetenskappe, 28(1), 47-53.

  • Feeney, D. C. (1986). Epic hero and epic fable. Comparative literature, 38(2), 137-158.

  • Flesch, R. (1948). A new readability yardstick. Journal of Applied Psychology, 32(3), 221.

  • Gabora, L., & Kaufman, S. B. (2010). Evolutionary approaches to creativity. The Cambridge Handbook of Creativity, 279-300.

  • Gillespie, N. A., & Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19(6), 588-607.

  • Graham, T. S., Sincoff, M. Z., Baker, B., & Ackermann, J. C. (2003). Reel leadership: Hollywood takes the leadership challenge. Journal of Leadership Education, 2(2), 37-45.

  • Greenwood, R., & Hinings, C. R. (1993). Understanding strategic change: The contribution of archetypes. Academy of Management Journal, 36(5), 1052-1081.

  • Hambrick, D. C., Geletkanycz, M. A., & Fredrickson, J. W. (1993). Top executive commitment to the status quo: Some tests of its determinants. Strategic Management Journal, 14(6), 401-418.

  • Hillman, J. (1975). Loose ends: Primary papers in archetypal psychology. Spring Publications.

  • Jung, C. G. (1936). The concept of the collective unconscious. Collected works, 9(1), 42.

  • Jung, C. G. (2014). The archetypes and the collective unconscious. Routledge.

  • Kang, S. C., Morris, S. S., & Snell, S. A. (2007). Relational archetypes, organizational learning, and value creation: Extending the human resource architecture. Academy of Management Review, 32(1), 236-256.

  • Keupp, M. M., & Gassmann, O. (2009). Determinants and archetype users of open innovation. R&d Management, 39(4), 331-341.

  • Kline, P. (2014). The new psychometrics: Science, psychology and measurement. Routledge.

  • Knox, J. (2003). Archetype, attachment, analysis: Jungian psychology and the emergent mind. Psychology Press.

  • Lalonde, C. (2004). In search of archetypes in crisis management. Journal of Contingencies and Crisis Management, 12(2), 76-88.

  • Leotti, L. A., Iyengar, S. S., & Ochsner, K. N. (2010). Born to choose: The origins and value of the need for control. Trends in cognitive sciences, 14(10), 457-463.

  • Lilienfeld, S. O., Wood, J. M., & Garb, H. N. (2000). The scientific status of projective techniques. Psychological Science in the Public Interest, 1(2), 27-66.

  • Lord, R. G., & Brown, D. J. (2003). Leadership processes and follower self-identity. Psychology Press.

  • MacLennan, B. J. (2006). Evolutionary Jungian psychology. Psychological Perspectives, 49(1), 9-28.

  • Mahlberg, A. (1987). Evidence of collective memory. Journal of Analytical Psychology, 32(1), 23-34.

  • Mayes, C. (1999). Reflecting on the archetypes of teaching. Teaching Education, 10(2), 3-16.

  • Meindl, J. R. (1995). The romance of leadership as a follower-centric theory: A social constructionist approach. The Leadership Quarterly, 6(3), 329-341.

  • Miller, D., & Friesen, P. (1980). Archetypes of organizational transition. Administrative Science Quarterly, 268-299.

  • Mir, A. M. (2010). Leadership in Islam. Journal of Leadership Studies, 4(3), Autumn (Fall), 69-72.

  • Neher, A. (1996). Jung’s theory of archetypes: A critique. Journal of Humanistic Psychology, 36(2), 61-91.

  • Pearson, C. S., & Marr, H. K. (2003). PMAI manual: A guide to interpreting the Pearson-Marr Archetype Indicator Instrument. Center for Applications of Psychological Type.

  • Pfeffer, J. (1977). The ambiguity of leadership. Academy of management review, 2(1), 104-112.

  • Potters, J., Sefton, M., & Vesterlund, L. (2007). Leading-by-example and signaling in voluntary contribution games: an experimental study. Economic Theory, 169-182.

  • Renard, J. (1999). Islam and the heroic image: Themes in literature and the visual arts. Mercer University Press.

  • Rosen, D. H., Smith, S. M., Huston, H. L., & Gonzalez, G. (1991). Empirical study of associations between symbols and their meanings: Evidence of collective unconscious (archetypal) memory. Journal of Analytical Psychology, 36(2), 211-228.

  • Rothbaum, F., Weisz, J. R., & Snyder, S. S. (1982). Changing the world and changing the self: A two-process model of perceived control. Journal of Personality and Social Psychology, 42(1), 5.

  • Schmitt, N. (1996). Uses and abuses of coefficient alpha. Psychological Assessment, 8, 350-353.

  • Seijts, G. H., & Latham, G. P. (2005). Learning versus performance goals: When should each be used?. The Academy of Management Executive, 19(1), 124-131.

  • Sells, B. (Ed.). (2000). Working with images: The theoretical base of archetypal psychology. Spring Publications.

  • Stevens, A. (2003). Archetype Revisited: An Updated Natural History of the Self. Rev. ed.

  • Tallman, B. (2003). The organization leader as king, warrior, magician and lover: How Jungian archetypes affect the way men lead organizations. Organization Development Journal, 21(3), 19.

  • Van Vugt, M., & Ronay, R. (2013). The evolutionary psychology of leadership: Theory, review, and roadmap. Organizational Psychology Review, 2041386613493635.

  • Vries, M. F., Vrignaud, P., Agrawal, A., & Florent-Treacy, E. (2010). Development and application of the leadership archetype questionnaire. The International Journal of Human Resource Management, 21(15), 2848-2863.

  • Yan, J., & Hunt, J. G. J. (2005). A cross cultural perspective on perceived leadership effectiveness. International Journal of Cross Cultural Management, 5(1), 49-66.

  • Zaccaro, S. J., Kemp, C., & Bader, P. (2004). Leader traits and attributes. In J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership (pp. 101-124). Thousand Oaks, CA, US: Sage Publications, Inc.


Abstract Views: 317

PDF Views: 0




  • The Archetypal Images of Leadership

Abstract Views: 317  |  PDF Views: 0

Authors

Shirshendu Pandey
Chennai, Tamil Nadu, India

Abstract


This paper explores the archetypal images of leadership that are commonly acquired by individuals (leaders and followers). This study has identified four broad archetypes through a qualitative study of sketches of leaders’ characters using projective technique. The study compares and contrasts these archetypes with other similar frameworks. A questionnaire is used to measure these archetypes as reflected in the self-concepts of 414 subjects. Evidence of reliability and validity of these archetypes as meaningful constructs is discussed. The paper further explores implications of the archetypal perspective of leadership on both emergence and effectiveness of leadership.

Keywords


Leadership, Leadership Archetypes, Leadership Styles.

References