Skip to main content
Log in

Higher mind-brain development in successful leaders: testing a unified theory of performance

  • Research Report
  • Published:
Cognitive Processing Aims and scope Submit manuscript

Abstract

This study explored mind-brain characteristics of successful leaders as reflected in scores on the Brain Integration Scale, Gibbs’s Socio-moral Reasoning questionnaire, and an inventory of peak experiences. These variables, which in previous studies distinguished world-class athletes and professional classical musicians from average-performing controls, were recorded in 20 Norwegian top-level managers and in 20 low-level managers—matched for age, gender, education, and type of organization (private or public). Top-level managers were characterized by higher Brain Integration Scale scores, higher levels of moral reasoning, and more frequent peak experiences. These multilevel measures could be useful tools in selection and recruiting of potential managers and in assessing leadership education and development programs. Future longitudinal research could further investigate the relationship between leadership success and these and other multilevel variables.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1

Notes

  1. The remaining 10% of adults are pre-conventional, a developmental range normally found in children.

References

  • Alexander C, Davies J, Dixon CA, Dillbeck M, Druker S, Oetzel RM et al (1990) Growth of higher stages of consciousness: Maharishi Vedic psychology of human development. In: Alexander C, Langer E (eds) Higher stages of human development. Oxford University Press, New York, pp 259–341

    Google Scholar 

  • Bailey C, Austin M (2006) 360 Degree feedback and developmental outcomes: the role of feedback characteristics, self-efficacy and importance of feedback dimensions to focal managers’ current role. Int J Sel Assess 14(1):51–66

    Article  Google Scholar 

  • Biberman G, Ayer RA, Harung HS, Heaton DP, Kendz S, Travis F (2011) Transcending and peak executive performance. All-academy theme program. In: Academy of management annual meeting, 12–16 Aug, San Antonio

  • Bono JE, Ilies R (2006) Charisma, positive emotions and mood contagion. Leadersh Q 17(4):317–334

    Article  Google Scholar 

  • Colom R, Jung R, Haier RJ (2006) Distributed brain sites for the g-factor of intelligence. NeuroImage 31:1359–1365

    Article  PubMed  Google Scholar 

  • Combs J, Liu Y, Hall A, Ketchen D (2006) How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Pers Psychol 59:501–528

    Article  Google Scholar 

  • Cook-Greuter S (1999). Postautonomous ego development: its nature and measurement. Doctoral dissertation, Harvard Graduate School of Education, UMI #9933122

  • Cook-Greuter S (2000) Mature ego development: a gateway to ego transcendence? J Adult Dev 7(4):227–240

    Article  Google Scholar 

  • Damon W (1999) The moral development of childen. Sci Am 281:72–88

    Article  PubMed  CAS  Google Scholar 

  • Damon W (2004) The moral advantage. Berrett-Koehler, San Fransisco

    Google Scholar 

  • Damon W, Menon J, Bronk K (2002) The development of purpose during adolescence. J Appl Dev Psychol 3:115–127

    Google Scholar 

  • Giacalone RA, Jurkiewicz CL (2003) Right from wrong: the influence of spirituality on perceptions of unethical business activities. J Bus Ethics 46:85–97

    Article  Google Scholar 

  • Gibbs JC, Arnold KD, Morgan RL, Schwartx ES, Gavaghan MP, Tappan MB (1990) Construction and validation of a measure of moral reasoning. Child Dev 55(2):527–553

    Article  Google Scholar 

  • Gibbs JC, Basinger KS, Fuller D (1992) Moral maturity. Lawrence Erlbaum, Hillsdale

    Google Scholar 

  • Gilkey R, Kilts C (2007) Cognitive fitness. Harv Bus Rev 85(11):53–66

    PubMed  Google Scholar 

  • Glascher J, Rudrauf D, Colom R, Paul LK, Tranel D, Damasio H et al (2010) Distributed neural system for general intelligence revealed by lesion mapping. Proc Natl Acad Sci 107(10):4705–4709

    Article  PubMed  CAS  Google Scholar 

  • Gustavsson B (1992) The transcendent organization. Doctoral dissertation, University of Stockholm, Sweden

  • Harung HS (1999) Invincible leadership: building peak performance organizations by harnessing the unlimited power of consciousness. Maharishi University Press, Fairfield

    Google Scholar 

  • Harung HS (in press) Illustrations of peak experiences during optimal performance in world-class performers: integration eastern and western insights. J Hum Values

  • Harung HS, Heaton DP, Graff WW, Alexander CN (1996) Peak performance and higher states of consciousness: a study of world-class performers. J Manag Psychol 11(4):3–23

    Article  Google Scholar 

  • Harung HS, Alexander CN, Heaton D (1999) Evolution of organizations in the new millennium. Leadersh Organ Dev J 20(3):198–206

    Article  Google Scholar 

  • Harung H, Travis FT, Pensgaard AM, Boes R, Cook-Greuter S, Daley K (2011) Higher psycho-physiological refinement in world-class Norwegian athletes: brain measures of performance capacity. Scand J Med Sci Sports 21(1):32–41

    Article  PubMed  CAS  Google Scholar 

  • Hoffman BJ, Woehr DJ (2006) A quantitaive review of the relationship between person-organizaton fit and behavioral outcomes. J Vocat Behav 68:389–399

    Article  Google Scholar 

  • Hoffman B, Bynum B, Picollo R, Sutton R (2011) Person-organization value congruence: how transformational leaders influence work group effectiveness. Acad Manag J 54:779–796

    Article  Google Scholar 

  • Humphrey SE, Nahrgang JD, Morgenson FP (2007) Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature. J Appl Psychol 92:1332–1356

    Article  PubMed  Google Scholar 

  • Hurley RF (2006) The decision to trust. Harv Bus Rev 84(9):55–62

    PubMed  Google Scholar 

  • Kouzes JM, Posner BZ (2009) To lead, create a shared vision. Harv Bus Rev 87(1):20–21

    Google Scholar 

  • Kriger M, Seng Y (2005) Leadership with inner meaning: a contingency theory of leadership based on the worldviews of five religions. Leadersh Q 16:771–806

    Article  Google Scholar 

  • Loevinger J (1976) Ego development: conceptions and theories. Jossey-Bass, San Francisco

    Google Scholar 

  • Maslow AH (1968) Towards a psychology of being. Van Nostrand, New York

    Google Scholar 

  • Mason LI, Alexander CN, Travis FT, Marsh G, Orme-Johnson DW, Gackenbach J et al (1997) Electrophysiological correlates of higher states of consciousness during sleep in long-term practitioners of the Transcendental Meditation program. Sleep 20(2):102–110

    PubMed  CAS  Google Scholar 

  • McCollum B (1999) Leadership development and self development: an empirical study. Career Dev Int 4(3):149–154

    Article  Google Scholar 

  • Mintzberg H (1976) Planning on the left side and managing on the right. Harv Bus Rev 54(4):49–58

    Google Scholar 

  • Palva JM, Palva S, Kaila K (2005) Phase synchrony among neuronal oscillations in the human cortex. J Neurosci 25(15):3962–3972

    Article  PubMed  CAS  Google Scholar 

  • Panzarella R (1980) The phenomenology of aesthetic peak experiences. J Hum Psychol 20:69–85

    Article  Google Scholar 

  • Parameshwar S (2005) Spiritual leadership through ego-transcendence: exceptional responses to challenging circumstances. Leadersh Q 16:689–722

    Article  Google Scholar 

  • Parnell JA, Dent EB (2009) The role of luck in the strategy-performance relationship. Manag Decis 47(6):1000–1021

    Article  Google Scholar 

  • Ravizza K (1977) Peak experiences in sports. J Humanist Psychol 17(4):35–40

    Article  Google Scholar 

  • Robertson IT, Smith JM (2001) Personnel selection. J Occup Organ Psychol 74:441–472

    Article  Google Scholar 

  • Rooke D, Torbert WR (2005) Seven transformations of leadership. Harv Bus Rev 83(4):66–76

    PubMed  Google Scholar 

  • Salvador R, Folger RG (2009) Business ethics and the brain. Bus Ethics Q 19(1):1–31

    Google Scholar 

  • Schmidt FL, Hunter JE (1998) The validity and utility of selection methods in personnel psychology: practical and theoretical implications of 85 years of research findings. Psychol Bull 124(2):262–274

    Article  Google Scholar 

  • Schmidt-Wilk J (2000) Consciousness-based management development: case studies of international top management teams. J Transnatl Manag Dev 5(3):61–85

    Article  Google Scholar 

  • Smith JM, Smith P (2005) Testing people at work: competencies in psychometric testing. Blackwell, Malden

    Google Scholar 

  • Sullivan RM, Gratton A (2002) Prefrontal cortical regulation of hypothalamic-pituitary-adrenal function in the rat and implications for psychopathology: Side matters. Psychoneuroendocrinology 27:99–114

    Article  PubMed  CAS  Google Scholar 

  • Thatcher RW, Krause PJ, Hrybyk M (1986) Cortico-cortical associations and EEG coherence: a two-compartmental model. Electroencephalogr Clin Neurophysiol 64(2):123–143

    Article  PubMed  CAS  Google Scholar 

  • Thompson HL (2010) The stress effect: why smart leaders make dumb decisions—and what to do about it. Jossey-Bass, San Francisco

    Google Scholar 

  • Thornton F, Privette S, Bunderick CM (1999) Peak performance of business leaders: an experience parallel to self-actualization theory. J Bus Psychol 14(2):253–264

    Article  Google Scholar 

  • Travis F, Brown S (2010) My brain made me do it: brain maturation and levels of self-development. In: Pfaffenberger AH, Marko PW, Greening T (eds) The postconventional personality: perspectives on higher development. Suny Publishing, New York

    Google Scholar 

  • Travis FT, Tecce J, Arenander A, Wallace RK (2002) Patterns of EEG coherence, power, and contingent negative variation characterize the integration of transcendental and waking states. Biol Psychol 61:293–319

    Article  PubMed  Google Scholar 

  • Travis F, Arenander A, DuBois D (2004) Psychological and physiological characteristics of a proposed object-referral/self-referral continuum of self-awareness. Conscious Cogn 13(2):401–420

    Article  PubMed  Google Scholar 

  • Travis F, Haaga D, Hagelin J, Tanner M, Arenander A, Nidich S et al (2009) A self-referential default brain state: patterns of coherence, power, and eLORETA sources during eyes-closed rest and the transcendental meditation practice. Cogn Process 11(1):21–30

    Article  PubMed  Google Scholar 

  • Travis F, Harung HS, Lagrosen Y (2011) Moral development, executive functioning, peak experiences and brain patterns in professional and amateur classical musicians: interpreted in light of a unified theory of performance. Conscious Cogn 20(4):1256–1264

    Article  PubMed  Google Scholar 

  • Uhl-Bien M, Marion R, McKelvey B (2007) Complexity leadership theory: shifting leadership from the industrial age to the knowledge era. Leadersh Q 18(4):298–318

    Article  Google Scholar 

  • van Knippenberg D, van Knippenberg B, De Cremer D, Hogg MA (2004) Leadership, self, and identity: a review and research agenda. Leadersh Q 15:825–856

    Article  Google Scholar 

  • World Economic Forum (2005) Trust in governments, corporations, and global institutions continues to decline. Global Survey, Conference Board Report, 15 Dec

  • Wuthnow R (1978) Peak experiences: some empirical tests. J Humanist Psychol 18:59–75

    Google Scholar 

Download references

Acknowledgments

We thank G. C. Rieber AS, Bergen, Norway and Oslo and Akershus University College, Oslo, Norway for financial support, and Tor Dahl and Magne Lerø for their help with identifying the top-level managers.

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Harald S. Harung.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Harung, H.S., Travis, F. Higher mind-brain development in successful leaders: testing a unified theory of performance. Cogn Process 13, 171–181 (2012). https://doi.org/10.1007/s10339-011-0432-x

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10339-011-0432-x

Keywords

Navigation