Bridging psychological type and depth psychology

Editors: Carol Shumate, Mark Hunziker, Jenny Soper, Christopher Ross, Lori Green, and Olivia Ireland (Art Editor)

Next Issue: January

Posts Tagged ‘leadership’

Trump, Clinton, and Authenticity

Often extraverted sensing leaders are considered more authentic than other types. Trump’s supporters viewed him as trustworthy (“honest,” “outside of the political corruption,” and “not a liar”) while they viewed Clinton as untrustworthy (“belongs behind bars,” “cannot be trusted,” and “nothing but lies”). Even Clinton’s own supporters expressed concern about her trustworthiness.

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Populism and Extraverted Sensation

Populism has acquired a negative reputation, and this is especially true now with the presidency of Donald Trump, but many other political leaders have used extraverted sensation tactics and policies to rally the cause of the common man. This is true not only of Andrew Jackson—in whom extraverted sensation (Se) seems to be dominant—but also of Lyndon B. Johnson and Theodore Roosevelt.

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Authentic Leadership

To develop our authentic individual self, we need to go deeper, into the cultural and phylogenetic layers of the collective unconscious. Importantly, from a leadership point of view, we become more aware of what our culture is repressing—aware of the unintended consequences of the culture even though we are participating in it. This enables us to progress, as individuals and as a society.

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Managing Bias in Military Intelligence

Military intelligence is a personality-centric career field because of its reliance on the subjective factor, which tends to creep into every intelligence assessment regardless of how analytically rigorous it attempts to be. To help reduce bias, intelligence professionals have developed brainstorming analytic techniques so that an analytical cell can offset individual biases.

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Coaching Abrasive Leaders

He was so struck by his MBTI® assessment that it took us three coaching sessions to get through the report. He saw how his type preferences heavily influenced how he preferred to work. After he presented his preferences from his Type Verifier, one of his superiors said that she thought he was being underutilized in the department.

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The Archetypal Leader

I concluded that I simply did not have the requisite attributes to lead. I now realize that a number of other members of my section were also introverted, and that the majority of people in the unit, Green Berets or otherwise, were not necessarily extraverted; but the organization itself wore a collective persona that was extraverted in appearance.

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