New insights into the aging brain
For years, the common narrative suggested that youth is the pinnacle of mental and emotional sharpness. A recent study published in Intelligence challenges that notion by showing that several crucial cognitive and personality traits continue to mature well into midlife and beyond. Led by Associate Professor Gilles E. Gignac of the University of Western Australia, the research examined a broad array of mental abilities and personality dimensions to understand how people perform in real-world settings.
What the study measured
The team looked at core cognitive functions—reasoning, memory span, processing speed, and knowledge—as well as emotional intelligence. They also tracked five major personality traits: extraversion, emotional stability, conscientiousness, openness to experience, and agreeableness. The aim was to identify how these traits evolve with age and how they translate into leadership potential and everyday decision-making.
Surprising findings about peak ages
Contrary to common assumptions, many traits reach their highest levels later than traditionally expected. Conscientiousness, a predictor of reliable performance, tends to peak around age 65, while emotional stability may not max out until around 75. More strikingly, some dimensions—particularly judgment, perspective, and the ability to resist cognitive biases—often strengthen well into the 70s and 80s. These capacities are especially relevant for leadership, where complex problem-solving and prudent decision-making are essential.
Wisdom and moral reasoning grow with time
Beyond raw cognitive speed, the study highlights how moral reasoning and the capacity to resist cognitive shortcuts improve with experience. As people accumulate diverse life lessons and exposure to varied situations, their judgments can become more nuanced and balanced. In practical terms, this means midlife and older adults may offer deeper strategic thinking and more resilient leadership than younger counterparts.
Implications for leadership and employment
The findings suggest that leadership pipelines should re-evaluate the age profile of top roles. If judgment and perspective peak later, organizations could benefit from retaining experienced professionals and pairing them with diverse teams to maximize decision quality. Yet age bias remains a stubborn barrier in many workplaces. The U.S. Age Discrimination in Employment Act was designed to protect workers aged 40 and up, but surveys indicate ageism persists, with many employers favoring younger applicants and certain industries enforcing strict retirement ages for high-stakes roles such as pilots or air traffic controllers.
A call for age-inclusive thinking
Gignac emphasizes that age alone is not a reliable measure of cognitive capability. Individual experiences vary, and performance should be evaluated through direct assessment rather than assumptions tied to age. The study’s authors hope their work spurs more age-inclusive hiring and retention practices, recognizing that many of society’s most demanding achievements occur after midlife.
As the narrative around peak performance evolves, it may be time to reframe midlife as a period of continued growth and leadership potential rather than a countdown to decline. By valuing judgment, perspective, and emotional regulation alongside memory and speed, organizations can cultivate a more robust and diverse leadership landscape.
