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Peak Performance of Business Leaders: An Experience Parallel to Self-Actualization Theory

Journal of Business and Psychology volume 14, pages 253–264 (1999)Cite this article

Abstract

To investigate peak performance, 40 business leaders described personal experiences through interviews and the Privette Experience Questionnaire. In order to discriminate processes of peak performance from personality attributes of business leaders, their questionnaire data were compared with parallel data from a sample of 41 university men. Multivariate analyses of variance of factors and items and follow-up analyses indicated that scores differed but not on defining attributes. The peak performance dyad—full focus and clear sense of self—and aspects of peak experience—significance and fulfillment—were endorsed by both samples. Business leaders endorsed sociability and personal discipline and denied playfulness more than the university men, who endorsed fluidity. The relation of peak performance to self-actualization theory is discussed.

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Authors and Affiliations

  1. The University of West Florida, USA

    Frances Thornton, Gayle Privette & Charles M. Bundrick

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  1. Frances Thornton
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  2. Gayle Privette
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  3. Charles M. Bundrick
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Thornton, F., Privette, G. & Bundrick, C.M. Peak Performance of Business Leaders: An Experience Parallel to Self-Actualization Theory. Journal of Business and Psychology 14, 253–264 (1999). https://doi.org/10.1023/A:1022143225092

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  • DOI: https://doi.org/10.1023/A:1022143225092

Keywords

  • Multivariate Analysis
  • Social Psychology
  • Personal Experience
  • Social Issue
  • Personality Attribute