Do You Trust Your Boss? – A Jungian Analysis of Leadership Reliability in CSR

Abstract

It is essential for corporate social responsibility that staff can trust its leaders. This paper argues that trust in leaders depends on the relationship between the leader’s values, words and actions. If they are in line, employees can trust the leader. If they are not, distrust prevails. Five alternative relationships between values, words and actions can be identified: (1) values = words = actions; (2) values = words != actions; (3) values != words = actions; (4) values != words != actions; and (5) values = actions != words. They can be analysed and interpreted through the Jungian concepts of ego, persona (public ego), shadow and self. In alternative (1) leaders’ Jungian ego has developed into a strong self. In alternative (2) leaders’ Jungian shadow directs their ego. In alternative (3) leaders’ Jungian persona directs their ego. In alternative (4) leaders’ Jungian shadow has overcome their ego. In alternative (5) leaders’ Jungian persona and shadow together direct their ego. This paper provides the rationale for and the descriptions and examples of these five alternatives, and shows how leaders can reach the ideal leadership state of values = words = actions, which makes the staff and external stakeholders trust them.