How a leader's level of consciousness is related to their executive function

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Percy, Sabrina C. and Butler, Stephen H. (2025) How a leader's level of consciousness is related to their executive function. Discover Psychology, 5 (1). 159. ISSN 2731-4537 (https://doi.org/10.1007/s44202-025-00430-8)

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Abstract

This study investigates the relationship between a leader’s consciousness and executive function as context-neutral constructs key to good leadership. It aims to inform leadership development efforts such as executive coaching, which often assumes that increased consciousness enhances positive volitional behaviour control. This study’s hypothesis posits a positive relationship between a leader’s consciousness and executive function. 300 leaders were recruited for the study from the U.K. and U.S., aged 24–68 (M = 45.25, SD = 10.45). This study used a passive correlational design using an online survey comprising two self-reported questionnaires: the Troyer Level of Consciousness Inventory, comprising the subscales of MetaSelf-Awareness, Reflection, Openness and Helping Others, and the Short Executive Function Scale, comprising the subscales of Planning, Inhibition, Working Memory, Shifting and Emotional Control. The questionnaire’s total scores showed a significant large positive correlation (rs = 0.40, p < 0.001). Canonical correlation analysis showed a significant large positive multivariate correlation (λ = 0.510, F(20, 966.09) = 8.067, p < 0.001), with Reflection as the most predominant consciousness variable correlating positively with the executive function domains of Emotional Control, Shifting and Planning, with a smaller negative relationship found between Openness and Inhibition. These results highlight the complex relationship between a leader’s consciousness and executive function, providing a foundation for future causal studies.

ORCID iDs

Percy, Sabrina C. and Butler, Stephen H. ORCID logoORCID: https://orcid.org/0000-0002-2103-0773;
CORE (COnnecting REpositories)