Abstract
This paper examines the “authenticity paradox” in leadership through the lens of Jungian psychology, moving beyond traditional behavioral frameworks to explore the depth of the leader’s psyche. Drawing on Shaw’s (2023) pillars of authenticity — self, followers, and context — the study investigates how leaders navigate conflicting existential and relational demands. By utilizing the concept of individuation, the paper analyzes the tension between the “unified self” and the “fluid self,” particularly as it relates to Mostafa Malekian’s (2021) five dimensions of self-alignment. The research highlights a “central clash” within the cultural context, where collective archetypes and cultural complexes impose idealized personas that can lead to moral dissonance and the normalization of deviance. Rather than offering transactional fixes, the paper proposes a reflective practice of shadow work and “holding the tension” across the lifespan. The study concludes that authenticity is an alchemical process of growth that facilitates inner authority and the transition toward shared or ensemble leadership models.
Recommended Citation
Hashemi, S. Eissa
(2026)
"The Ethical Shadow: A Jungian Inquiry into the Paradoxes of Authentic Leadership,"
The Journal of Values-Based Leadership: Vol. 19
:
Iss.
2
, Article 10.
DOI: https://doi.org/10.22543/1948-0733.1654
Available at:
https://scholar.valpo.edu/jvbl/vol19/iss2/10
