Psychodynamics of leadership and climate action: A Jungian perspective

Abstract

This paper explores the psychodynamics of leadership in the context of climate action through a Jungian psychological framework. By examining leaders' decisions regarding climate change, the paper highlights the impact of unconscious psychological forces such as repression, projection, and the shadow on leadership behavior. Central to this analysis is the concept of the organizational psyche, where societal and cultural shadows can influence leadership judgment. The study suggests that climate action denialism and leadership responses to environmental crises are often rooted in deeper psychological dynamics, such as the shadow of control and scarcity. These shadows can manifest as denial, avoidance of accountability, or manipulation of environmental narratives to maintain power. The paper also identifies leadership complexes, including attention and opportunity complexes, which can shape leaders' approaches to climate change, leading to performative or opportunistic environmental policies. Finally, the paper argues that addressing these unconscious dynamics and adopting resilient, shared decision-making approaches, such as ensemble leadership, can foster more effective climate leadership and action.