Neuroscience for Leadership: Harnessing the Brain Gain Advantage (The Neuroscience of Business)

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From the beginning of the 21st century to the present day, a significant body of researchers has been devoted to exploring happiness at work as one of the most important means for corporate governance to increase productivity, innovation, competitiveness, or the creative skills of their internal customers in today’s digital society (e.g., Aboramadan and Kundi, 2022; Galván Vela et al., 2022; Srivastava et al., 2022). Moreno-Ortiz A, Pérez-Hernández C, García-Gámez M (2022) The language of happiness in self-reported descriptions of happy moments: words, concepts, and entities. Humanit Soc Sci Commun 9(181), 10.1057/s41599-022-01202-8 As we can see in Fig. ​ Fig.2, 2, the aspects that have been applied from neuroscience to develop the research line on neuroleadership stand out. The use of bibliometric analysis and learning through experiments is highlighted. The application of neuroscience has been carried out mainly from a rational perspective, but in its application to the field of human capital, the study of emotional and self-awareness aspects stands out. The consideration of mindfulness that has been gradually introduced in companies and is becoming more widespread is also interesting.

Neuroleadership: Applying Neuroscience to Leadership - ATD

I really like how this book links scientific brain research with solid advice on decision-making, and how to better engage and motivate the people around you. Given the current context, which highlights the phenomenon of the Great Resignation and the implementation of Industry 5.0, much attention is being paid to the applications and purposes of neuroleadership. Consideration of the management of emotions in the work environment and, in particular, the associated cognitive processes are attracting interest in companies to develop leadership focused on decision-making to improve workplaces. Happiness management can be a good way to improve the work climate. Then you use your executive function — your planning, your goal orientation, your capacity to inhibit responses — because a lot of the advances in executive function come from inhibiting no-longer adaptive prior responses that have been wired into your habits. A lot of it is about changing habits. You can see how there is an integration between transactional and strategic leadership, and that’s what the book is about. Cuesta-Valiño P, Gutiérrez-Rodríguez P, García-Henche B. Word of mouth and digitalization in small retailers: tradition, authenticity, and change. Technol Forecast Soc Change. 2022; 175:121382. doi: 10.1016/j.techfore.2021.121382. [ CrossRef] [ Google Scholar] Neuroleadership is a topic that has captured the attention of academics in recent years. However, few literature review studies have been conducted on this topic, and those have done partial analyses of the literature. Kuhlmann and Kadgien ( 2018) review the emerging themes in the neuroleadership literature and present some of the theoretical gaps and possible applications and their consequences. Issac and Issac ( 2020) perform a biblio-morphological analysis with VOSviewer software to analyse the interdisciplinary interactions between neuroscience and leadership studies. They use the Scopus and Web of Science databases to review the literature combining neuroscience and leadership research in the period 1994–2018. Issac and Issac ( 2020) present a mapping based on text data, index keywords, main authors who are the pioneers in the area, and countries, which are the leaders in the field of neuroscience and leadership studies. Morphological analysis is executed by dissecting the topic into various dimensions (Genre, Activities, Attributes, Inter-disciplinary, Perspectives, and Efficacy) cross-matched in a cross-consistency matrix that reflects the 174 research gaps that exist in this particular area (Issac and Issac, 2020). Gocen ( 2021) conducts a systematic review of the literature on the educational and managerial implications of neuroleadership and analyses 44 studies published between January 2010 and May 2020.

But I haven’t really thought about what the situation calls for. I haven’t really thought about how this person fits in, what their long-term trajectory is, what contribution they’re making, what it would cost to replace them and what this person is thinking. Why are they doing the things they’re doing? Why are the people around them not giving that person the support they need? Why am I reacting the way I’m reacting? Cuesta-Valiño P, Gutiérrez-Rodríguez P, Loranca-Valle C. Sustainable management of sports federations: the indirect effects of perceived service on member’s loyalty. Sustainability. 2021; 13(2):458. doi: 10.3390/su13020458. [ CrossRef] [ Google Scholar] That is huge. That’s why we say the power is in the focus, because by focusing your attention differently, you rewire your brain. It was called “self-directed neuroplasticity,” a term that I coined in my book, The Mind and the Brain. Alahbabi AMR, Al-shami SA. A framework of servant leadership impact on job performance: the mediation role of employee happiness in UAE healthcare sector. Acad Strateg Manag J. 2021; 20(2S):1–14. [ Google Scholar] The way the brain works, you can become an extremely good transactional organization just on habit alone. But what happens then is that the business is not adaptive enough. To become more adaptive to constantly changing circumstances, you need this executive function, you need this planning, and you need this capacity to make choices to inhibit the habits that are no longer serving your function anymore.

Neuroscience for Leadership: Harnessing the Brain Gain Neuroscience for Leadership: Harnessing the Brain Gain

Abdullah AGK, Ling YL, Ping CS. Workplace happiness, transformational leadership and affective commitment. Adv Sci Lett. 2017; 23(4):2872–2875. doi: 10.1166/asl.2017.7588. [ CrossRef] [ Google Scholar] Future trend 5. Neuroleadership research can delve deeper into the study of its impact on organisational success, developing measurement indicators and analysing their value creation. Kleiner: I was at Booz Allen Hamilton, which was a 20,000-person firm, and then we spun off a 3,000-person firm, Booz & Company.… Then we were acquired by PwC, which is about 240,000 people or more around the world. In each case, the question of who am I as an individual versus what role I play in the larger organization was critically important.

Future trend 2. Neuroleadership research can be enriched by considering the role of various stakeholders in its implementation. Neuroscience confirms something that HR professionals have known for a long time: People fear change. In fact, because of the way the brain is hardwired for survival, change is almost always perceived as a threat. This deeper understanding of the fear of change has widespread implications for how HR and talent management professionals approach change management. GetSmarter's learning model is designed to help you, as a working professional, improve your skills without compromising on work and family responsibilities. The course work is broken up into weekly, manageable bite-sized modules, with incremental deadlines, designed to help you pace yourself over the duration of the course and allow you the legroom to work when it suits you best.

Neuroscience for Leadership: Harnessing the Brain Gain

Ravina-Ripoll R, Romero-Rodríguez LM, Ahumada-Tello E. Workplace happiness as a trinomial of organizational climate, academic satisfaction and organizational engagement. Corp Gov. 2022; 22(3):474–490. doi: 10.1108/CG-12-2020-0532. [ CrossRef] [ Google Scholar] Semedo ASD, Coelho AFM, Ribeiro NMP. Authentic leadership and creativity: the mediating role of happiness. Int J Organ Anal. 2017; 25(3):395–412. doi: 10.1108/IJOA-03-2016-0994. [ CrossRef] [ Google Scholar] Cuesta-Valiño P, Gutiérrez-Rodríguez P, Núnez-Barriopedro E. The role of consumer happiness in brand loyalty: a model of the satisfaction and brand image in fashion. Corp Gov. 2022; 22(3):458–473. doi: 10.1108/CG-03-2021-0099. [ CrossRef] [ Google Scholar]That became something that I and a few other people kind of did on a day-to-day basis, and that changed our habits. It allowed us to think about what the organization needed to publish, and therefore we could work towards that end. Future trend 4. Research on neuroleadership can deepen the causes and consequences of its application for happiness management. Galván Vela E, Mercader V, Arango Herrera E, Ruíz-Corrales M. Empowerment and support of senior management in promoting happiness at work. Corp Gov. 2022; 22(3):536–545. doi: 10.1108/CG-05-2021-0200. [ CrossRef] [ Google Scholar] Schwartz: A term that has become very popular in social neuroscience in the last decade is mentalizing, which simply means thinking about what other people are thinking, thinking about what they’re going to do. This is in contradistinction and in addition to thinking about what they want, which is the cardinal part of transactional leadership.