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Suggests that the arousability theory of intelligence and personality of Robinson (1996) lacks two important factors: the influence of neural transmission errors and of hemisphericity on intelligence and personality. It is considered that at least two factors contribute to intelligence. The first factor is the potential energetic level of Hebb’s engrams, which may be related to arousability. The second factor is the probability of neural transmission errors. It is suggested that the theory of H.J. Eysenck, that a neural message is sent repeatedly until it is accepted identically a certain number of times, which is smaller for more intelligent subjects, is correct.

The study of left brain/right brain effects in the human brain has been the subject of research and discussion for many years. It is generally believed that the right and left hemispheres of the brain perform different functions. The left hemisphere is better at such tasks as reading, speaking, analytical reasoning, and arithmetic. The right hemisphere is better at spatial tasks, recognizing faces, and music. Research on this phenomenon can be of particular value to the advertising industry. A number of studies have examined the impact of an advertising message on left‐ and right‐brain dominant persons. This paper reports the results of a study conducted to investigate the effects of “informational” versus “visual” appeals used in print advertisements on left‐ and right‐brain dominant individuals. The results reveal that the evaluation of the effectiveness of an advertisement is dependent upon both the appeals used and the brain dominance orientation of the respondent.

The purpose of this paper is to examine the thought processes of financial auditors in order to offer additional information on factors affecting their decision behavior.

Using the psychology concept of cerebral dominance, two different instruments are used to measure the thinking styles of 20 auditors, at different stages of management. Prior research has indicated that “whole‐brain” thinkers (who do not exhibit dominance in either left‐ or right‐brain) may make better decisions, and thus, better managers.

The results of this study show partners in public accounting firms usually exhibiting a whole‐brain thinking style, while lower levels of management (staff auditors and managers) usually exhibit left‐brain thinking styles.

The findings have implications for training, education, communication, managerial styles, as well as the individual's position within the firm.

This paper sets out to provide a brief guide to brain function and the main causes of brain dysfunction likely to be encountered in social care and neurodisability practice. For the first issue of Social Care and Neurodisability, it was felt that such an overview paper serving both as a self‐contained aide memoire, and as a ‘signpost’ for other relevant resources, would be a useful tool to sit alongside any subsequent articles published in the Journal and provide some relevant brain function context. We have drawn on clinical experience, key references and the growing area of internet‐based resources in order to provide what is hopefully an accessible paper in the spirit of the ubiquitous ‘Made Simple’ series.

Finds a statistically significant relation between top‐down concept‐mapping and the right cerebral hemisphere, and between bottom‐up concept‐mapping and the right hemisphere. Correlates scores on concept‐mapping with scores on hemispheric tests, and compares the scores of the subjects on hemispheric tests with the preferable style of concept‐mapping. Concludes that top‐down concept‐mapping, the right hemisphere, and Frege’s logic are mutually related. Similarly, bottom‐up concept‐mapping, the left hemisphere, and Russell’s logic are mutually related.

Applies the analytic‐synthetic dichotomy of hemispheric functioning suggested by Levy‐Agresti and Sperry to explain the chunking theory of Miller. Constructs a theory of cognition, based on cerebral functions which were discovered through hemispheric differences. Shows that all the arguments of Efron against the hemispheric paradigm are merely “puzzles” that can be solved within this paradigm. New findings of Efron and Yund were, in fact, predicted by a component of this theory.

It is suggested that nominalism and Platonism are modes of perceiving experience in the Kantian sense. These two modes, like the temporal and the spatial Kantian modes of perceiving experience, are related to the left and right cerebral hemispheres respectively. Learning experiments showing the relation of all these four modes of perceiving experience to the hemispheres are described. It is discussed that the nominalist and Platonic modes of perceiving experience are subjective as well as the Kantian modes, time and space. Some relation of this discussion to the collapse of the wave function in quantum mechanics is considered. A phenomenon of a one‐and‐a‐half hour cycle in hemispheric activity, which may have implications to the designing of examinations, is described.

Suggests that the probability of transmission errors in the central neural system (CNS) is a major factor determining intelligence. That is, the smaller this probability, the larger is the intelligence of the subject. Explains the observation that Hendrickson’s AEP measures, which are supposed to measure this probability, are sometimes correlated positively and sometimes correlated negatively with IQ.

The purpose of this paper is to consider the implications for leadership development of a proposed new psychological model based on the integration of two distinct fields of research in cognitive science and neuroscience, namely, judgement and decision-making in the heuristics and biases tradition, and in particular the dual-process theory of cognition and its development into a tri-partite model; and the differences between the distinct modes of attention supported by left and right cerebral hemispheres.

The distinct fields of research are critically reviewed, the proposed new integrated conceptual framework is presented and compared with other relevant theory, and finally the implications for practice and the connection with contemporary leadership development theory are explored.

It is suggested that decision-makers’ performance in volatile or complex environments could be enhanced through the appropriate engagement of each among the expanded set of cognitive faculties identified in the proposed model, and that a decision-making methodology incorporating prompts to engage each of these aspects of cognition could be adopted by individuals or embedded in organisational processes.

Potential connections for future research are suggested between the proposed new conceptual framework and existing theories concerning shared leadership in teams and reframing processes in a relational leadership context, and more comprehensive psychological theories of leadership incorporating relevant personality traits. Testable claims for future research are proposed, as the model is yet to be validated empirically.

This paper proposes a novel, integrated psychological model with potential relevance both as a conceptual framework for future research in contemporary leadership theory and as the basis for a decision-making methodology with practical application in leadership development.

A course of study on the philosophy of mathematics involved learning about Zeno's paradoxes and the solutions suggested for them by the ancient Greeks; the Eleatic and atomistic. The two schools were related to modern physics and the course students were asked which of the two approaches they preferred. They also participated in a test of the cerebral hemispheres. It was found that preference of the Eleatic solution over the atomistic is related to a dominance of the right hemisphere Over the left. The results are discussed in relation to the opposing views concerning Kant's theory of the a priori perception of physical phenomena.