Higher development, brain integration, and excellence in leadership

Abstract

Purpose -Today, there is a global need for more effective leaders. The purpose of this paper is to present a model of human development which covers the psychological, physiological, and sociological dimensions of leadership. Design/methodology/approach -The authors review three research studies in which they have investigated the relationships between consciousness, psycho-physiological integration, and leadership performance using physiological measures, psychological tests, and self-reports. Findings -These studies support the model that leadership ability is closely related to psycho-physiological refinement -the authors found that higher integration of the electrical brain activity, more mature moral reasoning, and more frequent peak experiences are found in top performers compared to average performers. Research limitations/implications -The high frequency of peak experiences among top performers reveals the importance of such gratifying inner experiences for the business community. Practical implications -The research suggests that practical methods for psycho-physiological refinement -such as the widely researched Transcendental Meditation technique -can be useful in developing more effective leadership. The brain integration scale presented here may be a reliable objective instrument for assessing an individual's leadership and performance capacity. Originality/value -A unique contribution of the authors' research is to recognize that integrity -an essential requisite for leadership -has a physiological counterpart in the integration seen in the functioning of the brain through electroencephalography.

Environmental Leadership and Consciousness Development: A Case Study Among Canadian SMEs

“…Empirical studies on this issue are consistent with the main assumptions of developmental theories. In general, post-conventional managers appear to be more flexible, innovative and successful than their conventional counterparts (Baron and Cayer 2011;Rooke and Torbert 2005;Harung et al 2009). Their ability to manage complexity, reappraise conventions and deal with different stakeholders makes it easier to implement change, promote new ideas and develop collaborations.…”

“…According to Cook-Greuter (2004, p. 4 Consciousness development stages gravitate around three main levels: pre-conventional, conventional, and post-conventional (Cook-Greuter 2000;Graham 1995;Harung et al 2009). Pre-conventional stages comprise \5 % of the adult population and are characterized by opportunist, impulsive, and self-protective behaviors.…”

“…The developmental perspective represents an emerging approach to exploring maturational differences in the way individuals make sense, experience and act upon reality through the lens of various stages of consciousness (Bartunek et al 1983;Cook-Greuter 2004;Harung et al 2009;Pfaffenberger et al 2011;Rooke and Torbert 2005). Comparable to personal epistemologies or worldviews, these stages of consciousness-also called stages of Ego development-are generally defined as meaning-making systems that are simultaneously cognitive, affective, and operative (Cook-Greuter 1999;Wilber 2000).…”

“…Various studies have shown that a manager's stage of consciousness development has a significant impact on his or her ability to handle complex issues, conduct change and successfully promote innovation Torbert 1998, 2005;Fisher and Torbert 1991;Harung et al 2009). Generally speaking, post-conventional managers are able to take a broader and more flexible view of reality than their conventional counterparts.…”

“…Nevertheless, such an environmental commitment cannot be dissociated from the underlying worldviews, abilities and psychological predispositions of managers (Brown 2011;Boiral et al 2009). These fundamental psychological aspects are related to the consciousness development of individuals, that is to say the meaning-system that determines the personal worldviews, deep motivations and abilities to take complexity into account (Harung et al 2009;Cook-Greuter 2000, 2004Pfaffenberger et al 2011;Bartunek et al 1983).…”