Leadership and adult development: Towards a unified neuro-psycho-economic approach.

Abstract

The paper first summarizes basic findings of the ongoing interdisciplinary research project on differences in neural processing of individualistic vs. collectivistic oriented test persons (managers vs. non-managers). Test persons had to perform abstract moral decisions within a functional magnetic resonance imaging (fMRI) setting. The obtained neurobiological and behavioral data were compared between the above mentioned extreme groups. In this paper the integration of dominant psychological trait theories (BIG-5) and theories of adult development (AD) will be first established on a theoretical level via a synopsis of Furnhams (1996) findings on the integration of different psychological trait theories and neuropsychoeconomic dual process theories primarily related to the importance of intuition in decision making (Kahneman, 2003). A characteristic pattern of a combination of traits will be presented as a possible marker for a high System 1 activation. This pattern will be tested as a signifier for a concording higher development in AD as well. This theoretical approach will be validated by empirical data from the project in which the researchers combined the extreme group analysis with the application of psychological tests as e.g. NEO-FFI and WUSCT.

Exploratory Study of Polyvagal Theory and Underlying Stress and Trauma That Influence Major Leadership Approaches

“…However, the enormity of the external environment often impedes leaders from understanding complex factors lying in the external business environment. The same survey also showed that 90% of the leaders supported the need for open-minded decisions and learning from past mistakes (Lucas & Caspers, 2014). In summary, the study outlines that "conscious leaders are usually strong individuals who possess exceptional moral courage and can withstand constant scrutiny and criticism from those who view business in a more traditional and narrow manner" (Lucas & Caspers, 2014, p. 24).…”

“…The rapid advancement of modern technology has created numerous opportunities for evaluating the neural and cognitive responses that drive organizational behavior. Particular insights can be acquired from the precise measurement of certain parts of the brain, which are activated when a leader is exposed to a specific environmental influence (Lucas & Caspers, 2014). As a result, the field of neuroscience has become a vital discipline for explaining the origins of specific organizational behaviors.…”

“…Regarding mindsets, future leaders need to understand the changing nature of leadership models. A comprehensive survey was conducted in 2009 on 194 CEOs and senior executives who participated in the UN Global Compact Conference of 2008 (Lucas & Caspers, 2014). The study revealed that 82% of the polled executives emphasized the need to understand the risks and opportunities of social, political, environmental, and cultural influences.…”