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Neuroleadership and Effective Communication
Abstract
To enhance better understanding of effective communication and the role of a leader, a field that combines both neuroscience and leadership is studied. This chapter will include meaningful insights from neuroscience and its valuable contribution to improve communication of the leaders with their teams. This will include aspects like emotions and communication, active listening and nurturing psychologically secure environments for making open dialogues. An understanding of how our brain works during social and formal interactions can make leaders better communicators and lead to a healthy organizational environment. Study of neuroleadership can help build upon the strategies to make leaders augment their communication skills. Several aspects of neuroscience will be further studied in this chapter. The aspects like brain processing mirror neurons, brain attention capacity, role of prefrontal cortex and emotions, how trust and oxytocin are related, importance of storytelling, benefits of feedback loops, and how to minimize the cognitive load. Understanding of these aspects along with empathy can help create organizations' comprehensive and collaborative work environments.
... Here, we will briefly introduce three functions of the brain that underpin learning and behaviorsome of the foundations of effective leadership. Even quite a summary introduction demonstrates the complexity and diversity in the operation of the human brain [22][23]. Executive Functions -Primarily found as part of the frontal lobes, 'executive functions' is an umbrella term used in neuropsychology to describe the brain's ability to think and 'self-regulate' thinking while being capable of regulating behavior. ...
This paper provides an overview of neuroleadership and its application in educational settings toward effective leadership and student outcomes. Neuroleadership combines the emerging research in neuroscience with theories of leadership, aiming at understanding the neural processes that influence decision-making, motivation, emotional intelligence, and managing change in educational contexts. As a study, it highlights possible benefits that could emerge from the application of neuroscientific principles for improving teacher-student relationships through the creation of adaptive learning environments and fostering growth among students via neural plasticity. It also highlights strategies such as emotional self-regulation, collaborative thinking, and mindfulness, which may be used in the development of enhanced well-being and good leadership practices among educators and students. The paper calls for professional development linked to principles of neuroleadership and for more case studies to explore applications in practice. It also gives emerging technologies such as neurofeedback, AI tools, and VR environments for enhancing educational leadership and a better learning experience. Overall, the study epitomizes the potential of neuroleadership in transforming practices in educational settings and linking it with future-oriented professional development.
“What makes a great leader?” This question has been on the minds of scientists, philosophers, professionals, and others around the globe for centuries. Many theories and models have been proposed to answer the question, but none has fully captured leadership as a dynamic and constantly evolving attitude. In the last 20 years, technological advancements have helped neuroscientists understand the human brain better. With the help of ground-breaking insights in neuroscience, the leadership enigma has a convincing answer rooted in a specific and very tangible source: the brain. This paper aims to increase awareness around the impact of the brain on leadership behaviour in an aging society by presenting secondary research of available scientific theory. In particular, this paper aims to provide an overview and assess the brain-based leadership models and recent approaches to highlight the possible ways to boost the leadership brain and enhance performance. The paper also points out the ethical issues arising from brain enhancement in leadership and leaders' awareness of the possible broad social consequences that neuro leadership might bring.
With the rapid development of the Internet of Things (IoT), the curse of dimensionality becomes increasingly common. Feature selection (FS) is to eliminate irrelevant and redundant features in the datasets. Particle swarm optimization (PSO) is an efficient metaheuristic algorithm that has been successfully applied to obtain the optimal feature subset with essential information in an acceptable time. However, it is easy to fall into the local optima when dealing with high-dimensional datasets due to constant parameter values and insufficient population diversity. In the paper, an FS method is proposed by utilizing adaptive PSO with leadership learning (APSOLL). An adaptive updating strategy for parameters is used to replace the constant parameters, and the leadership learning strategy is utilized to provide valid population diversity. Experimental results on 10 UCI datasets show that APSOLL has better exploration and exploitation capabilities through comparison with PSO, grey wolf optimizer (GWO), Harris hawks optimization (HHO), flower pollination algorithm (FPA), salp swarm algorithm (SSA), linear PSO (LPSO), and hybrid PSO and differential evolution (HPSO-DE). Moreover, less than 8% of features in the original datasets are selected on average, and the feature subsets are more effective in most cases compared to those generated by 6 traditional FS methods (analysis of variance (ANOVA), Chi-Squared (CHI2), Pearson, Spearman, Kendall, and Mutual Information (MI)).
This paper aims to systematically analyze the reasons for the differences in the relationship between transformational leadership (TL) and project success and apply meta-analysis to summarize which dimensions of TL are the main driving forces for project success. Adopting the meta-analysis approach, we investigated 31 independent studies (N = 6475) and studied the theoretical moderators of this relationship from the perspectives of mediating variables, cultural background, and document type to test whether the moderating effects can explain the inconsistent research results. The results reveal that TL positively affects project success and leadership charm is the primary driver of TL. Also, the existence of a mediating mechanism has a more significant impact on the success of the leading project. Meanwhile, compared with project construction under the Western cultural background, countries with Eastern culture are more inclined to use a people-oriented philosophy for project management to promote project success. This research provides an empirical perspective to help project leaders select management talents, regulate leaders’ words and deeds, and cultivate technical and soft leadership skills. Besides, this paper proposes a unique and nuanced view of the relationship between TL and project success, enhancing people’s understanding of the TL’s role in influencing project success.
This article introduces the notion of ancestral leadership that emerges from intergenerational wisdom at the intersection of people, place and ancestral knowledge. Place is a key component of collective continuity in ancestral leadership that reinforces identity, belonging and intergenerational reciprocity. The findings show that places carry leadership legacies and require ongoing maintenance to ensure genealogies of leadership are available to future generations. Engagement with ancestral leadership and its practical application is not bound to tribal and cultural contexts. By knowing the place of someone’s ancestors as a lens into their leadership, one sees structures of accountability that extends beyond culturally bound contexts, and includes their leadership expressed in professional environments. The authors contribute to leadership theory by illuminating how ancestral legacies of leadership continue to inform contemporary generations of leadership and is transmitted intergenerationally within frameworks of genealogy.
Creative Leadership (CL) is a tripartite leadership model that has been developed and pioneered by Rama Gheerawo, Director of The Helen Hamlyn Centre for Design at London’s Royal College of Art. It evolved over the last decade through observation and experience of the limitations of hierarchical models of leadership across a diverse range of sectors. During this time, the three Creative Leadership attributes of empathy, clarity, and creativity have been explored through a range of primary and secondary research methods. The next stage of research and development involves a multidisciplinary convergence of design thinking with neuroscience that relates to brain plasticity, neural connectivity, and emotional intelligence theory. The aim is to develop a comprehensive grid of key performance indicators of CL. Dr. Melanie Flory, neuroscience project partner, explains that the three attributes are learnable and correlate positively with well‐being‐sustaining values and behaviors in individuals and groups. When the cognitive, emotional, and behavioral aspects of these traits are identified and understood, a three‐dimensional complementary feedback loop of learn–retain–apply can ensue through experiential learning and development. This positioning paper presents the evolution, scope, and applications of CL alongside a discussion of the emerging opportunities for novel design–neuroscience intersection relating to personal, leadership, and organizational development, growth, and transformation. It also reflects on the pandemic context of 2020.
Perceptions of psychological empowerment play a vital role in the way an individual perceives things at the workplace. In spite of this, there is scant research on the antecedents and consequences of psychological empowerment. This study is an attempt to fill this gap by analyzing the mediating role of psychological empowerment on the relationship between its antecedents (leader–member exchange) and its consequences (work engagement and psychological withdrawal behavior). Data were collected from 454 employees working in the Research and Development (R&D) departments of the information technology (IT) and pharmaceutical sectors operating in India. Results suggest that employees who have a high-quality relationship with their leader have high psychological empowerment, they are highly engaged at work, and their psychological withdrawal behavior is also low. In addition to this, high levels of psychological empowerment have a positive impact on their engagement toward work, which further leads to a low psychological withdrawal behavior. The theoretical and practical implications of these results are discussed.
The world has changed as we entered the new situation full of volatility, uncertainty, complexity, and ambiguity. To be able to cope with this situation, an organization has to translate the challenges into a clear vision and action. A leadership style that is agile to adapt with the magnitude and the characteristic of the occurring problem is needed. Transformational leadership is a participative leadership style that is not only able to motivate and drive the organization vertically and horizontally but also always be agile in every circumstance. Thus, the organizational capacity to achieve the shared vision and mission will be encouraged. Applied neuroscience gives an understanding about the activities and mechanism of the brain which improves the required competences of a leader. Therefore, applied neuroscience will help a leader transform the organization. This study shows that applied neuroscience can help a transformational leadership achieve a “physically, emotionally, and mentally safe” state and encourage an organization to transform itself effectively. This study does not only explore a new perspective of transformational leadership issues, but it also provides an important contribution related to applied
neuroscience, in particular, mapping transmission mechanism of the brain activities affecting body’s reaction, internally (emotions and hormone) and externally (body reaction), which further affect the transformational leadership behaviors.
In organizations, leadership development is considered one of the critical success measures for the growth of high potential employees. This case study examines the neuro linguistic programming (NLP) tools and techniques used by IT organization, behavioural challenges, and outcome in leadership development for the high potential (HiPO) employees. The aim of this study is to illustrate characteristics of HiPO employees, importance of neuro linguistic programming for the leadership roles, and integration of NLP for talent management and leadership development in an IT organization. In this case, learners will identify the tools of NLP and understand their integration into leadership development programs for the HiPO employees.
Purpose
The fraud landscape for FinTech industry has increased over the past few years, certainly during the time of COVID-19, FinTech market reported rapid growth in the fraud cases (World Bank, 2020). Taking the consideration, the paper has qualitatively understood the loopholes of the FinTech industry and designed a conceptual model declaring “Identity Theft” as the major and the common fraud type in this industry. The paper is divided in two phases. The first phase discusses about the evolution of FinTech industry, the second phase discusses “Identity Theft” as the common fraud type in FinTech Industry and suggests solutions to prevent “Identity Theft” frauds. This study aims to serve as a guide for subsequent investigations into the FinTech sector and add to the body of knowledge regarding fraud detection and prevention. This study would also help organisations and regulators raise their professional standards in relation to the global fraud scene.
Design/methodology/approach
This paper revisits the literature to understand the evolution of FinTech Industry and the types of FinTech solutions. The authors argue that traditional models must be modernised to keep up with the current trends in the rapidly increasing number and severity of fraud incidents and however introduces the conceptual model of the common fraud type in FinTech Industry. The research also develops evidences based on theoretical underpinnings to enhance the comprehension of the key fraud-causing elements.
Findings
The authors have identified the most common fraud type in the FinTech Industry which is “Identity Theft” and supports the study with profusion of literature. “Identity theft” and various types of fraud continue to outbreak customers and industries similar in 2021, leaving several to wonder what could be the scenario in 2022 and coming years ahead (IBS Inteligence, 2022). “Identify theft” has been identified as one the common fraud schemes to defraud individuals as per the Association of Certified Fraud Examiners. There is a need for many of the FinTech organisations to create preventive measures to combat such fraud scheme. The authors suggest some preventive techniques to prevent corporate frauds in the FinTech industry.
Research limitations/implications
This study identifies the evolution of FinTech industry, major evidences of Identity Thefts and some preventive suggestions to combat identity theft frauds which requires practical approach in FinTech Industry. Further, this study is based out of qualitative data, the study can be modified with statistical data and can be measured with the quantitative results.
Practical implications
This study would also help organisations and regulators raise their professional standards in relation to the global fraud scene.
Social implications
This study will serve as a guide for subsequent investigations into the FinTech sector and add to the body of knowledge regarding fraud detection and prevention.
Originality/value
This study presents evidence for the most prevalent fraud scheme in the FinTech sector and proposes that it serve as a theoretical standard for all ensuing comparison.
Why and when do CEOs invest in corporate social responsibility (CSR)? We theorize how CEOs' intrinsic motivations – their social values – and the incentivizing context interact to determine the utility they attach to generating collectively beneficial outcomes in decision-making, subsequently manifested in organizations' CSR investments. Based on a review of neuroscience evidence, indicating that social values are associated with distinct patterns of neural activation, we propose that these values are the compass by which CEOs navigate in complex decision environments. For CEOs with other-regarding values, generating collectively beneficial outcomes is part and parcel of their utility function. They are intrinsically motivated to invest in CSR, regardless of context. In contrast, CEOs with self-regarding values derive utility from generating collective benefits only when it is monetarily or socially incentivized. They are extrinsically motivated to invest in CSR when they stand to gain from it personally.
Excellence is beyond the reach of a mere mortal, but as a group, individuals can compensate for each other's weaknesses and strive for greater things. However, the amalgamation of many is not sufficient to yield progress. Each person must strive to improve him/her self so as to have the capacity to improve others. The future will belong to those who have the knowledge to handle it.
We provide an overview of how the emerging field of social cognitive neuroscience can be linked to leadership theory and practice. A number of challenges are addressed, including theory development, as well as technical, measurement and methodological issues. In addition, we review recent leadership research that involves neuroscience applications, as well as areas that are closely related to leadership, such as emotional regulation and ethical reasoning and decision-making. Consideration is also given to how neuroscience might inform leadership development processes. We conclude with a discussion of the institutional challenges in conducting leadership research that incorporates neuroscience, and we consider potential limitations of such applications.
Advances in cognitive neuroscience and other approaches to understanding human behavior from a biological standpoint are only now beginning to filter into leadership research. The purpose of this introduction to the Leadership Quarterly Special Issue on the Biology of Leadership is to outline the organizational cognitive neuroscience approach to leadership research, and show how such an approach can fruitfully inform both leadership and neuroscientific research. Indeed, we advance the view that the further application of cognitive neuroscientific techniques to leadership research will pay great dividends in our understanding of effective leadership behaviors and as such, a future symbiosis between the two fields is a necessity.
To be effective in today’s complex and changing world, managers need new insights and skills that up-end conventional thinking about human potential, trust, energy, initiative, and commitment. Neuroscience holds the key to accomplishing this goal. The old belief was that all sensory input went directly to the brain, where a behavioral response was shaped. The new findings show that the gut brain and the heart brain are involved first. The author shows how accessing all three brains can improve leader effectiveness.