Entrepreneurs often express their reliance on intuition for several types of decisions while labelling its source somewhere hidden in a black box of our mind. Such expressions leads us to the exploration of the concept of intuition in the field of spirituality as this field addresses the inner aspects of our mind. Therefore this paper embeds intuition in the domain of spirituality for understanding entrepreneurs’ use of intuition. It examines the following questions. What is spirituality? Where do the fields of (...) spirituality and entrepreneurship meet? What is the place of intuition in the literature on entrepreneurship? What could be the epistemology on intuition as part of spirituality? What is intuition? How is intuition acquired? What do people know about their intuition? How do we know what we know about intuition? What is the potential role of intuition in disciplines such as education? For understanding the concept of intuition a philosophical base has been followed, inspired by the teachings of Sri Aurobindo on types of knowledge and levels of consciousness. The use of intuition is somewhat subjective as it stems not from the analytical mind, nor the subconscious mind, but from higher consciousness. Intuition therefore has been considered as a holistic spiritual approach to facilitate entrepreneurial processes and activities through a coping style to manage external stimuli and as a core training part in the process of entrepreneurship so that it works as an internal resource in all entrepreneurial processes. (shrink)

Study on the philosophy of Sanskrit grammar in Vākyapadīya of Bhartr̥hari.

Musical prodigies reach exceptionally high levels of achievement before adolescence. Despite longstanding interest and fascination in musical prodigies, little is known about their psychological profile. Here we assess to what extent practice, intelligence, and personality make musical prodigies a distinct category of musician. Nineteen former or current musical prodigies were compared to 35 musicians with either an early or late start but similar amount of musical training, and 16 non-musicians. All completed a Wechsler IQ test, the Big Five Inventory, the (...) Autism Spectrum Quotient, the Barcelona Music Reward Questionnaire, the Dispositional Flow Scale, and a detailed history of their lifetime music practice. None of the psychological traits distinguished musical prodigies from control musicians or non-musicians except their propensity to report flow during practice. The other aspects that differentiated musical prodigies from their peers were the intensity of their practice before adolescence, and the source of their motivation when they began to play. Thus practice, by itself, does not make a prodigy. The results are compatible with multifactorial models of expertise, with prodigies lying at the high end of the continuum. In summary, prodigies are expected to present brain predispositions facilitating their success in learning an instrument, which could be amplified by their early and intense practice happening at a moment when brain plasticity is heightened. (shrink)

In these challenging times, connectedness has become more necessary than ever before. Meanwhile, research in organizations highlighted the importance of entrainment, a process of synchronizing rhythms over time that drives connectedness within, between, and across rhythmic activities. It is also suggested that an inner life and spiritual leadership coherence can play a key role in this process, out of which spiritual well-being emerges. The purpose of this study is to evaluate the conditions for entrainment through the revised model of spiritual (...) leadership at a professional services company that employs multiple teams simultaneously, as presented by Sandra & Nandram (Journal of Management, Spirituality & Religion 17(4):316–332, 2020 ). It verifies if inner life and spiritual leadership coherence are jointly sufficient to foster the emergence of spiritual well-being, both at the individual and at the group level. Next, it seeks to understand how teams differ on these variables. To generate a more holistic insight, it uses an explanatory sequential research design as mixed methods approach, integrating and comparing quantitative data from eighty-six participants across fourteen teams with qualitative data from five team leaders. The findings support that inner life and spiritual leadership coherence can be usefully deployed in a consistent way to understand the emergence of spiritual well-being through entrainment. It further supports that developing personal spiritual leadership directly influences the level of spiritual leadership of the group to which the individual belongs. Finally, better performing teams pay more attention to inner life practices, while taking care of their team members. (shrink)