Carl Jung and others saw that inside every human being is a feminine and masculine potential (yin and yang, anima and animus) and a static and dynamic potential. When we marry these four potentials together, 4 archetypes of human behaviour emerge:
Medicine Woman (Dynamic, Feminine), Great Mother (Static, Feminine), Sovereign (Static, Masculine), and the Warrior (Dynamic, Masculine). Once we are aware of these four styles, we can reflect on how well established each archetype is in our own leadership and then develop a practice to strengthen our weakest areas. This will make us more able to respond creatively and appropriately to whatever situation presents itself.
As leaders, we tend to operate in one style – a style that we know well, that others praise us for and that has been appropriate to the roles we have played so far. We might be unaware that other styles of leadership are not only appropriate as well, but could serve better in a particular context. In addition, there are times when we know when we know what the situation requires, but shy away from acting, because we do not have the necessary range of leadership competencies.
“True leaders understand that leadership is not about them but about those they serve. It is not about exalting themselves, but about lifting others up.” Sheri L. Dew
Carl Jung and others saw that inside every human being is a feminine and masculine potential (yin and yang, anima and animus) and a static and dynamic potential. When we marry these four potentials together, 4 archetypes of human behaviour emerge:
Medicine Woman (Dynamic, Feminine), Great Mother (Static, Feminine), Sovereign (Static, Masculine), and the Warrior (Dynamic, Masculine). Once we are aware of these four styles, we can reflect on how well established each archetype is in our own leadership and then develop a practice to strengthen our weakest areas. This will make us more able to respond creatively and appropriately to whatever situation presents itself.
As leaders, we tend to operate in one style – a style that we know well, that others praise us for and that has been appropriate to the roles we have played so far. We might be unaware that other styles of leadership are not only appropriate as well, but could serve better in a particular context. In addition, there are times when we know when we know what the situation requires, but shy away from acting, because we do not have the necessary range of leadership competencies.
“True leaders understand that leadership is not about them but about those they serve. It is not about exalting themselves, but about lifting others up.” Sheri L. Dew
A residential project: people live here as their primary home.
An institution, business, network, or project that isn’t a residence (e.g. a learning center, farm, or network with no one living there full-time).
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