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| Higher development, brain integration, and excellence in leadership > | | Harung. H.S., Travis, F., Blank, W., & Heaton D. P. (2009). Higher development, brain integration, and excellence in leadership. Management Decision, 47 (6), 872-894.
Abstract
This paper reviews research linking leadership to a key and previously
under explored variable — the level of integration of
psycho-physiological functioning or the leader’s degree of
self-development. A model of human development is presented, which
covers the psychological, physiological, and sociological dimensions of
leadership. Three research projects on world-class leaders, including
top-level managers, support our hypothesis that leadership ability is
closely related to self-development — we found that higher integration
of the electrical brain activity, more mature moral reasoning, and more
frequent peak experiences characterize the more accomplished performers.
The Brain Integration Scale presented here may be a reliable objective
instrument for assessing an individual’s leadership and performance
capacity. The high frequency of peak experiences and their relationship
to top performance make such gratifying inner experiences important for
the business community. This 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. |  |
| Spiritual dimensions of entrepreneurship in Transcendental Meditation and TM-Sidhi program practitioners > | | Herriott, E., Schmidt-Wilk, J. and Heaton, D. (2009). Spiritual dimensions of entrepreneurship in Transcendental Meditation and TM-Sidhi program practitioners. Journal of Management, Spirituality and Religion, 6, 195-208.
Abstract
A qualitative study explored features of personal development in a group
of entrepreneurs who were long-term practitioners of the Transcendental
Meditation and TM-Sidhi program. Subjects reported that their
meditation practice enabled them to cultivate inner experiences, which
they described as being anchored to an unshakeable, transcendental inner
spiritual core. These entrepreneurs reported that this inner experience
led to enhanced intuition and to broad awareness that embraced the
wider interests of the community and environment. Findings are discussed
with reference to prior scholarship about spirituality in
entrepreneurs. This exploratory study contributes to understanding the
mechanics through which spiritual values and behaviors might become more
fully realized in the workplace. | |
| Worksite stress reduction through the Transcendental Meditation Program > | | Broome, R., Orme-Johnson, D., & Schmidt-Wilk, J. (2005). Worksite stress reduction through the Transcendental Meditation Program. Journal of Social Behavior and Personality, 17(1), 235–276.
Abstract
A prospective experiment on stress reduction using the Transcendental
Meditation (TM) technique and Progressive Muscle Relaxation (PMR) was
conducted at a South African firm with 80 employees. Psychological
stress decreased significantly over 5.5 months for the TM group
(p<.0002) with 73% of the decrease in the first two weeks; for the
PMR group (p<.03); and for on-site controls at 5.5 months
(p<.034). Six weeks of TM practice produced greater reductions in
psychological stress than six weeks of PMR (p<.034). Off-site active
controls who received business skills training showed non-significant
decreases; posttest stress levels were higher than for on-site groups
(p<.04). Blood pressure decreased at 5.5 months by 3 mm Hg systolic
(p<.05) and diastolic (p<.04) for the TM groups but not
significantly in PMR or on-site controls. Subjective reports and changes
in company climate generally supported the results, which are discussed
in terms of the theory of collective consciousness from Maharishi Vedic
Science. | |
| Transcendental Meditation and postconventional self-development: A 10-year longitudinal study > | | Chandler, H. M., Alexander, C. N., & Heaton, D. P. (2005). Transcendental Meditation and postconventional self-development: A 10-year longitudinal study. Journal of Social Behavior and Personality, 17(1), 93–121.
Abstract
The present study explored the effects of the Transcendental Meditation
(TM) technique on self development as measured by Loevinger's Washington
University Sentence Completion Test of ego development, McAdams’
measure of intimacy motivation, and Rest’s measure of principled moral
reasoning. Ten-year longitudinal data indicated that TM subjects
increased markedly in ego development in contrast to three control
groups matched for gender and age over the same time period (N = 136, p =
.0000004). At posttest 38% (N=34) scored at or beyond the Autonomous
level versus 1% of controls (p < .0001). TM subjects also increased
to very high levels of principled moral reasoning (p = .002) and
intimacy (p = .02). The findings suggest that postconventional
development is stimulated by systematically transcending
representational thought to experience pure consciousness. | |
| TQM And The Transcendental Meditation Program In A Swedish Top Management Team > | | Schmidt-Wilk, J. (2003). TQM and the Transcendental Meditation program in a Swedish top management team. The TQM Magazine, 15, 4, 219–229. Full text (PDF) Republished courtesy of Emerald. This article is not to be made available for re-sale, reprinting or any other commercial purposes without the specific permission of the publisher.
Abstract
Drawing on a case study of a Swedish top management team whose members
were practitioners of the Transcendental Meditation (TM) technique, this
article argues for developmental maturity as an important causal factor
for effective TQM behaviors and success. It suggests that (1) increased
maturity permits expression of more effective cognitive, affective, and
team TQM behaviors, as indicated by improved team functioning and
successful TQM planning, and (2) practice of the TM technique promotes
the psychological maturation that allows a greater range of appropriate
TQM behaviors. Thus, the inner development provided by the
Transcendental Meditation program has practical value for managers
engaged in TQM implementation. | |
| Consciousness-based management development: Case studies of international top management teams > | | Schmidt-Wilk, J. (2000). Consciousness-based management development: Case studies of international top management teams. Journal of Transnational Management Development, 5, (3), 61–85.
Abstract
Training in meditation is being introduced into corporations worldwide,
yet analyses of programs are rare. Case studies document the experiences
of members of three top management teams who learned the Transcendental
Meditation® program in corporate-supported programs and suggest a new
trend in management development: Consciousness-BasedSM Management
Development. This psychophysiological approach, which allows managers to
access inner latent capacities, appears to meet criteria described in
the literature for an effective management and team development program.
The comprehensive changes reported are said to result from unfolding
the organizing power of Natural Law in the awareness of the manager. | |
| Leadership development and self development: An empirical study > | | McCollum, B. (1999). Leadership development and self development: An empirical study. Career Development International, 4, (3). 149–154.
Abstract
This paper explores, theoretically and empirically, some relationships
between self-development and leadership development. A theory about
consciousness and leadership practices will be presented drawing from
both modern science and the oldest texts on consciousness, the Vedas.
Empirically, in a small, preliminary eight-month pretest-posttest
control group study in one company, 24 subjects who learned a standard
self-development technique, Maharishi’s Transcendental Meditation, grew
more in their expression of leadership behaviors, measured by the
Leadership Practices Inventory, and expressed in individual and group
interviews (0.05 and 0.01 significance). | |
| Peak performance and higher states of consciousness: A study of world-class performers > | | Harung, H. S., Heaton, D. P., Graff, W. W., & Alexander, C. N. (1996). Peak performance and higher states of consciousness: A study of world-class performers. Journal of Managerial Psychology, 11, (4), 3–23. | |
| Developing consciousness in organizations: The Transcendental Meditation program in business> | | Schmidt-Wilk, J., Alexander, C. N., & Swanson, G. C. (1996). Developing consciousness in organizations: The Transcendental Meditation program in business. Journal of Business & Psychology, 10, (4), 429–444. Full text (PDF)
Abstract
This paper reviews retrospective, prospective, and case research on
workplace applications of Maharishi’s Transcendental Meditation
technique for developing consciousness and human potential. The
distinctive psychophysiological state of restful alertness produced by
the Transcendental Meditation technique appears to improve employee
health, well-being, job satisfaction, efficiency and productivity, in
turn influencing organizational climate, absenteeism, and financial
performance. | |
| Effects of the Transcendental Meditation program on stress-reduction, health, and employee development: A prospective study in two occupational settings > | | Alexander, C. N., Swanson, G. C., Rainforth, M. V., Carlisle, T. W., Todd, C. C., & Oates, R. (1993). Effects of the Transcendental Meditation program on stress-reduction, health, and employee development: A prospective study in two occupational settings. Stress, Anxiety and Coping, 6, 245–262.
Abstract
Despite the high cost of occupational stress, few studies have
empirically documented effective methods for alleviating stress and
promoting employee development. This three-month prospective study
evaluated the effects of the Transcendental Meditation (TM) technique on
stress reduction, health and employee development in two settings in
the automotive industry: a large manufacturing plant of a Fortune 100
corporation, and a small sales distribution company. Employees who
learned TM were compared to controls similar in worksite, job position,
demographic, and pretest characteristics. Regular meditators improved
significantly more than controls (with irregular meditators scoring in
between) on multiple measures of stress and employee development,
including: reduced physiological arousal (measured by skin conductance
levels) during and outside TM practice; decreased trait anxiety, job
tension, insomnia and fatigue, cigarette and hard liquor use; improved
general health (and fewer health complaints); and enhanced employee
effectiveness, job satisfaction, and work/personal relationships.
Principal components analysis identified three factors underlying this
wide range of improvements through TM: ?occupational coherence,?
?physiological settledness,? and ?job and life satisfaction.? The
?effect size? of TM in reducing skin conductance, trait anxiety,
alcohol/cigarette use and in enhancing personal development (relative to
control conditions) in these business settings was substantially larger
than for other forms of meditation and relaxation reported in four
previous statistical meta-analyses. | |
| An Eastern approach to the global problem of corruptibility > | | Heaton, D. P. and Subramaniam, R. (2011, in press). An Eastern approach to the global problem of corruptibility. In C. Wankel and S. Malleck (Eds.), Handbook of research on ethical models and applications of globalization: Cultural, socio-political, and economic perspectives. Hershey, PA: IGI Global.
Abstract
At its basis, ethical performance in business depends on the development
of personal character which will resist opportunities for selfish gain
through fraud, theft, or poor corporate citizenship. This chapter
presents an explanation from Eastern psychology of higher levels of
adult development in which the individual gains a sense of self-identity
and contentment which is independent of possessions. We argue that
advanced development toward the higher states of consciousness depicted
in Eastern psychology provides a theoretical and practical approach
toward realizing "incorruptibility", defined as "a firm resistance to
all the enormous temptations of power, a continuing and inflexible
dedication to the public good rather than benefits for oneself or one's
group" (Dahl, 1998, p. 73, cited in Scherer, Palazzo, ? Matten, 2009). | |
| Maharishi on management: Transcending, balancing, enlightening, and harmonizing > | | Heaton, D. P. (2011). Maharishi on management: Transcending, balancing, enlightening, and harmonizing. Paper Roundtable, MSR Interest Group, Academy of Management Annual Meetings, 2011, San Antonio, Texas.
Abstract
The theme of the 2011 Academy meeting invites us to look beyond Western
societies to management theory and practice from the East. The present
paper summarizes contributions to management from Maharishi Mahesh Yogi,
around the concepts of transcending, enlightening, balancing, and
harmonizing. These concepts are presented through key expressions from
Vedic literature which Maharishi had cited, and related to research
findings informed by Maharishi's theory. This Eastern perspective brings
to the field management an emphasis on experientially developing the
conscious capacity of the mind as a foundation for performing in harmony
with natural law for greater success with least strain and problems. | |
| Constructs, Methods, and Measures for Researching Spirituality In Organizations > | | Heaton, D. P., Schmidt-Wilk, J. & Travis, F. (2004). Constructs, Methods, and Measures for Researching Spirituality In Organizations. Journal of Organizational Change Management, 17 (1), 62-82. Special Issue: Organizations and Spiritual Values. | |
| Introducing executives to the Transcendental Meditation program > | | Stevens, M. M. (2000). Introducing executives to the Transcendental Meditation program. In S. R. Cook-Greuter & Melvin E. Miller (Eds.) The Journal of Adult Development, A life of integrity and wisdom; A journal issue in honor of Charles (Skip) Alexander, 7 (4), 283–284. | |
| The conscious organization > | | Heaton, D. P. & Harung, H. S. (1999). The conscious organization. The Learning Organization: An International Journal, 6, (4), 157–162. | |
| Achieving excellence through full development of human potential: From task-based, to process-based, to values-based in the twentieth century to consciousness-based in the twenty-first century > | | Harung, H. S., Heaton, D. P., & Alexander, C. N. (1999). Achieving excellence through full development of human potential: From task-based, to process-based, to values-based in the twentieth century to consciousness-based in the twenty-first century. Proceedings of the Eleventh World Productivity Congress, Edinburgh, Scotland, October. | |
| The enlightened business of tomorrow > | | Heaton, D. P. (1999). The enlightened business of tomorrow. 1999 Business Research Yearbook, Best Paper Presentations at the 1999 International Association of Business Disciplines, Chicago, IL, March 25–28. | |
| As organizations evolve, what’s next? > | | Harung, H. S., Alexander, C. N., & Heaton, D. P. (1999). As organizations evolve, what’s next? 1999 Business Research Yearbook, Best Paper Presentations at the 1999 International Association of Business Disciplines, Chicago, IL, March 25–28. | |
| Exploring the frontiers of environmental management: A Natural Law based perspective > | | Steingard, D., Fitzgibbons, D. & Heaton, D. (1998). Exploring the frontiers of environmental management: A Natural Law based perspective. Proceedings of the 1998 Conference, International Association of Business Disciplines, El Paso, Texas.
Abstract
Within the organization and management disciplines, there is growing
recognition of the imperative to address ecological concerns. But
leaders within the environmental management movement are also
recognizing that management — measuring and manipulating the environment
as an abstract, objectified economic resource — has been the very cause
of ecological degradation. The term environmental management (EM),
then, seems to be an oxymoron. Is it possible to manage the environment
in a way that moves from disrupting to restoring the natural balance in
eco-human relations? Natural Law-based Environmental Management (NLBEM)
is offered as a rebalancing complement to the incomplete paradigm of EM.
We present the viewpoint that Natural Law, the intelligence which
maintains order and progress in the physical world, is inherent in our
own consciousness. The complementary paradigm of NLBEM, when enlivened
in the consciousness of the EM manager or researcher, enables him or her
to spontaneously promote balance and sustainability in eco-human
relations.
The objective approach of modern science has been successful in gaining
knowledge about various parts of the multifarious yet integrated
workings of nature. Objective science has given us technologies that
achieve specific ends but necessarily, because they are based on partial
knowledge, produce unfortunate side-effects. Because of the
far-reaching and potentially irreversible impacts of technology, at this
time in the world it is essential that objective science be
complemented by subjective science, which provides knowledge of the
holistic value of Natural Law.
In the sections of this paper that follow, we first analyze how
environmental management inherits from the management disciplines a
dualistic separation of organization and environment. We then review
recent thinking at the frontiers of environmental management that
reaches beyond this division toward a new paradigm of unity of humankind
and nature. Integral to this new thinking is the notion of a change in
consciousness — more than a change in what we know — rather, a change in
how we know. This sets the stage for explaining how the integrated
wholeness of Natural Law is available in consciousness. We present a
vision of how the holistic knowledge of Natural Law, gained subjectively
from within, can complement the specific objective knowledge of
managers and technologists, enabling them to grow in the creative
intelligence of nature, which creates progress without pollution.
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| A preliminary investigation into the subjective states of peak performers > | | Harung, H. S., Heaton, D. P., Graff, W., & Alexander, C. N. (1996). A preliminary investigation into the subjective states of peak performers. Proceedings of Midwest Academy of Management Conference, South Bend, IN, April. | |
| Heightened awareness and peak performance > | | Harung, H. S., Heaton, D. P., Graff, W., & Alexander, C. N. (1995). Heightened awareness and peak performance. Proceedings of the Ninth World Productivity Congress, Istanbul, Turkey, May. | |
| Creating a learning organization by developing the learner > | | Schmidt-Wilk, J. & Swanson, G. C. (1993). Creating a learning organization by developing the learner. In Thomas C. Head & Ralph Katerberg (Eds.) 1993 (36th Annual Meeting) . Proceedings of the Midwest Division, Academy of Management, Indianapolis, IN. April 15–17. pp. 119-120. | |
| Transforming human resources for the twenty-first century > | | Schmidt-Wilk, J. & Heaton, D. P. (1990). Transforming human resources for the twenty-first century. in T. Head and K. R. Thompson, (Eds.) 1990 (33rd Annual Meeting) . Proceedings of the Midwest Division, Academy of Management, Milwaukee, WI. April 18–21. pp. 85-90. | |
| The concept of collective consciousness > | | Heaton, D. P. and Hoffman, J. W. (1989). The concept of collective consciousness. In R. G. Greenwood (Ed.), . Proceedings of the 1989 Conference of the Midwest Management Society, a Division of the Midwest Business Administration Association, Chicago, IL. | |
| Collective consciousness and organizational performance > | | Herron, R. E. (1989). Collective consciousness and organizational performance. In R. G. Greenwood (Ed.). Proceedings of the 1989 Conference of the Midwest Management Society, a Division of the Midwest Business Administration Association. Chicago, IL. | |
| A human resource development program to foster individual moral development in Indian corporations: Aligning corporate governance with Natural Law > | | Heaton, D. P., Carlisle, T., & Brown, I. (2002). A human resource development program to foster individual moral development in Indian corporations: Aligning corporate governance with Natural Law. In J.B. Kidd & F.-J. Richter (Eds.), Corruption and Governance in Asia. Basingstoke, Palgrave Macmillan.
Abstract
The problem of corruption can be approached from each of three sets of
factors that influence ethical behaviour in organizations — individual
characteristics, organisational factors, and opportunity. This paper
emphasises individual characteristics — in particular development of the
consciousness of the individual, including the individual’s level of
moral development. We review these stages of moral development, as
identified by psychological research. At preconventional stages
individuals are tempted by opportunities for personal gain. In
conventional stages, individuals may go along with corruption to fit in
with the norms of their social group. At postconventional stages
individuals have the independence of character to resist corruption and
to act according to what they hold to be universal principles of right
and wrong. | |
| Holistic health for holistic management > | | Heaton, D. P. (2000). Holistic health for holistic management. In G. Biberman & M. Whitty (Eds.) Work and Spirit: A Reader of New Spiritual Paradigms for Organizations. Scranton, PA: University of Scranton Press.
Abstract
Holistic health means not just an absence of disease, but optimal
balance, vitality, happiness, and mental clarity. Holistic health has
its basis in the inner intelligence of nature, which is latent in the
consciousness of every individual. This same inner intelligence is also
the wellspring of holistic management, which is characterized by maximum
achievement with least effort; spontaneous and frictionless
coordination; doing well by doing good; and harmony with the natural
environment. Practices that promote holistic health for the individual
also unfold the capacity to achieve increasing degrees of fulfillment,
good fortune, and positive social impact in one’s work. | |
| Advanced human development in the Vedic Psychology of Maharishi Mahesh Yogi: Theory and research > | | Alexander, C. N. Heaton, D. P. & Chandler, H. M. (1994). Advanced human development in the Vedic Psychology of Maharishi Mahesh Yogi: Theory and research. In Miller, M., and Cook-Greuter, S. (Eds.), Transcendence and Mature Thought in Adulthood, pp. 39–70, Lanham, MD: Rowman and Littlefield. | |
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