Leadership archetypes in times of uncertainty

These are uncertain times, not only complex. We live in the so-called BANI world. The concept of BANI, as many people know, is an acronym introduced by futurologist Jamais Cascio in 2020 to describe the complexity and uncertainty of the contemporary world, in continuity with and going beyond the previous VUCA (Volatility, Uncertainty, Complexity, Ambiguity) model. What does BANI mean? Brittle-fragile, Anxious-anxious, Non-linear-non-linear, Incomprehensible-incomprehensible. To summarise, we find ourselves in seemingly established systems that can suddenly collapse under stress, with no premonitory signals (or hardly any); where the overabundance of information and uncertainty generate widespread anxiety, making it difficult to make well-considered decisions; where cause-and-effect relationships are often unpredictable because even small events can have disproportionate consequences; and, finally, incomprehensible, because the complexity of systems makes it difficult to fully grasp the evolution of situations, generating confusion and disorientation. This model reflects a world in which crises are more frequent and interconnected, as evidenced by pandemics, climate change and geopolitical tensions.

In this scenario, what are the leadership models that can manage the context in which we live? Historically, in uncertain times a decisive and present leadership can become a beacon, a light trying to guide in the fog. In the epochal leap we are going through, in which technology represents one of the most challenging frontiers for mankind, the need to be reassured about the future remains one of the most inveterate human elements, in the minds and bellies of each of us. Here, ancient and ancestral models revive with more strength and, although they are re-interpreted in a current key, they maintain a strong rootedness with the universal archetypes present in the collective unconscious.

According to Jung, archetypes profoundly influence human behaviour. In times of crisis, these archetypes can emerge with greater intensity, guiding both leaders and entire communities and even populations and organisations. In crisis situations, a leader's ability to 'hold' and interpret collective emotions becomes crucial. This concept, known as 'holding' in psychology, implies the ability to provide emotional security and interpretive clarity. It will be no coincidence that, recently, many publications have addressed these issues (e.g. "Gustave le Bon, life, thought and the psychology of crowds", 2022) and have highlighted some archetypal traits typical of leaders facing the challenges of a changing era.

Drawing on the work of Carol S. Pearson (American psychologist, analyst and writer, she has directed several leadership programmes in numerous universities in the United States) of Jungian orientation, the archetypes of the ruler, the hero and the magician are currently being consolidated (nb: archetypes are declined in the masculine in literature, but gender is not intended as a binding and discriminating element, it is the symbolic that must be taken into account). Let us see their main characteristics.

A leader who embodiesthe sovereign archetype is distinguished by his or her ability to lead with authority, establish order and promote prosperity. This archetype represents the desire for control, success and structure. However, it is important to note that the sovereign archetype can also show a shadow side, which manifests itself in authoritarian or absolute behaviour when the desire for control becomes excessive. It is therefore important that this leadership balances the desire for control with listening and participation, avoiding overly conservative drifts that could hinder innovation and individual freedom.