Neuroleadership

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Neuroleadership refers to the application of findings from neuroscience to the field of leadership. The term neuroleadership was first coined by David Rock in the US publication Strategy+Business[1]. Since then, according the Australian Financial Review [2] "it has entered the vocabulary faster than you can say brainwave."

The Consoritium of Universities for International Studies, which offers an international MBA program hosted the first neuroleadership conference in 2007.

"It is the most important innovation in leadership in the last decade" Chris Blake, General Manager, National Australia Bank[1]

Neuroleadership provides a new scientific framework for understanding and therefore enhancing the practice of leading others. An enhanced understanding of how the brain works has shed on light on ways that leaders can:[2]

  • Enhance their thinking
  • Strengthen their ability to influence others
  • Help staff successfully work through change

Neuroleadership is not without its critics[3]. They question whether having scientific brain data to back up what was commonly believed adds any value. Yet, advocates assert that neuroleadership provides a scientific basis and language to management studies that managers can relate to. Further, they believe that the relatively young field of neuroscience will continue to reveal new insights into how to lead effectively.

[edit] References

  1. ^ Quote taken from Australian Financial Review 9 November 2007
  2. ^ The Neuroscience of Leadership, Strategy+Business issue 43
  3. ^ See for example comments by Howard Gardner and Warren Bennis in Australian Financial Review 9 November 2007