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Neuroleadershipjournal Issue One 2008 The emerging field of NeuroLeadership Dr. Al H. Ringleb and David Rock This article was published in the NeuroLeadershipjouRnAl issue oNe 2008 The attached copy is furnished to the author for non-commercial research and education use, including for instruction at the author’s institution, sharing with colleagues and providing to institutional administration. other uses, including reproduction and distribution, or selling or licensing copies, or posting to personal, institutional or third- party websites are prohibited. in most cases authors are permitted to post a version of the article to their personal website or institutional repository. Authors requiring further information regarding the neuroleadership jouRnAl’s archiving and management policies are encouraged to send inquiries to: [email protected] www.NeuroLeadership.org RESEARCH The emerging field of NeuroLeadership Dr. Al H. Ringleb and David Rock Al H. Ringleb, Director, CiMBA, Via Collegio 40, 31011 Asolo, italy Co-founder, NeuroLeadership institute: editor, NeuroLeadership Journal [email protected] David Rock, Ceo, Results Coaching systems international, GPo Box 395, sydney, NsW Australia 2001 Faculty, CiMBA Co-founder, NeuroLeadership institute: editor, NeuroLeadership Journal [email protected] Although management and leadership research are increasingly becoming understood and appreciated in the past century has significantly enhanced our (Lieberman, 2003). Much of this new comprehension is understanding of human workplace behavior, recent flowing from a rapid expansion in research on the biological developments in neuroscience with the potential to underpinnings of social processes driven by the advent of significantly advance that research remain largely functional neuro-imaging and other technologies (ochsner untapped. Standing upon this rapidly developing body of and Lieberman, 2001; Adolphs, 2003). in this light, there are neuroscience research, and particularly social cognitive clearly significant benefits to reframing traditional leadership neuroscience research, we propose the formalization and leadership development theories and concepts through of a specific new field dedicated and committed to the lens of neuroscience. exploring the processes within the brain that underlie or influence human decisions, behaviors, and interactions in the workplace and beyond. Called neuroleadership, The formalization of this interdisciplinary field explores the neural basis of leadership and management practices, effectively NeuroLeadership bringing about the interface between the tools of social cognitive and affective neuroscience, cognitive is driven by the neuroscience, integrative neuroscience, neurobiology and other domains within neuroscience, and questions overarching and theories from the leadership and management social sciences. The research objective of this field is to need worldwide improve leadership effectiveness within institutions and organizations by developing a science for leadership and for the efficient leadership development that directly takes into account the physiology of the mind and the brain. and effective The formalization of NeuroLeadership is driven by the overarching need worldwide for the efficient and effective development development of leaders and of processes for continuous improvement in leadership quality (Boston Consulting Group, of leaders… nstitute 2008 For Permissions, email [email protected] Permissions, 2008 For nstitute 2008). in the ongoing search for alternative solutions to this i leadership crisis, the underlying subtleties and complexities First, neuroscience provides evidence-based, ‘hard’ science of the leadership development process due to individual to assist leadership theorists in the development of those differences in the efficiency and sensitivity of brain structures leadership skills traditionally considered ‘soft’ skills 1 © NeuroLeadership NeuroLeadershipJOURnAl RESEARCH or ‘soft’ science. As a ‘soft’ science, leadership skills and particularly social cognitive and affective neuroscience. development has typically been ignored as being beyond the The strong potential interface between the leadership reach of traditional business education and training, with and neuroscience domains of study has come about as a contemporary managers and leadership educators making direct consequence of several interrelated developments limited use of the significant and substantial “hard-science” within the neuroscience domain over the past decade. evidence provided by neuroscience and psychology on First, neuroscience researchers began to move away from behaviors relevant and applicable to effective organizational describing what brain functions are impaired in brain- and leadership practices (Rousseau and McCarthy, 2007; damaged patients, and began applying more sophisticated Pfeffer and sutton, 2006). second, by identifying the active, experimental methods to normal, healthy individuals. biological “ingredients” in leadership interventions, the Focusing on processes involved in normal social cognition, efficacy of those leadership development efforts can be the second development was the expanded use of the fMRi significantly improved. Third, neuroscience provides the to explore and study social cognition. Although used by necessary scientific rigor to promote the discovery of new neuroscientists in the 1990s, it was really only from 2000 that and important insights into the leadership development the fMRi began to play an integral role in social psychological process going forward. research. since then, social cognitive neuroscience research has grown exponentially, covering such diverse 1. History and definition of neuroleadership topics as empathy, social rejection, self-awareness, social factors in economic decision-making, theory of mind, social NeuroLeadership focuses on how individuals in a social connection, and emotion regulation – all of which are of environment make decisions and solve problems, regulate significant interest to leadership theorists. their emotions, collaborate with and influence others, and Developments within the leadership domain facilitate change; that is, NeuroLeadership engages the “people,” as opposed to the functional (Minzberg, 2004), Although several individual leadership and leadership side of business. As a field, NeuroLeadership is emerging development practitioners made informal links to in parallel with developments in research technologies neuroscience in the 1990s and early 2000s (Goldman, which provide researchers with the ability to directly observe Boyatzis, and McKee, 2002; Wolfe and Brandt, 1998; Master, brain activity. Those technologies are providing researchers 2001), the first reference in the broader academic business with both confirmation of and new insights into long-held literature was in the Harvard Business Review in 2005 theories and concepts, which to date have largely focused on (Bennis and o’Toole, 2005). There, in an article focused on social psychology theories (ochsner and Lieberman, 2001). the limitations of traditional MBA programs in developing The adaptation of this research to other social sciences students for leadership roles, leadership experts Bennis and in general, and to leadership and leadership development o’ Toole specifically pointed to the need for NeuroLeadership, more specifically, is moving much more slowly. stating: ‘oddly, despite B schools’ scientific emphasis, they do little in the areas of contemporary science that probably hold the greatest promise for business education: cognitive NeuroLeadership science and neuroscience (Bennis and o’Toole, p. 103).” in 2006, Rock and schwartz published an article that first engages the began to define the field (Rock ands chwartz, 2006). entitled “The Neuroscience of Leadership,” the article became one of “people,” as the most downloaded articles in strategy+business’ history, clearly articulating both frustration with the nature and opposed to the direction of traditional leadership research, and a decided hunger for more effective tools and techniques. Within the functional side academic business community, economics and, to a more limited extent, marketing, began both to cite neuroscience of business. research in support of their theories and concepts, and to utilize neuroimaging in research (Dickhaut, 2005; Rustichini, 2005; Camerer, Lowenstein, and Prelec, 2005). Developments within the neuroscience domain sponsored by an executive coaching company, a business The neuroscience world is vast, with over 30,000 scientists school consortium now led by the university of iowa, and several nstitute 2008 For Permissions, email [email protected] Permissions, 2008 For nstitute i worldwide studying a wide range of issues. Based on existing consulting firms, the first conference on NeuroLeadership research, the neuroscience fields with the most potential to convened in Asolo, italy, and brought together scientists impact NeuroLeadership include cognitive neuroscience, and practitioners to discuss the development of the field. integrative neuroscience, neurobiology, neurophysiology, Following the conference, the field began to draw the attention © NeuroLeadership © NeuroLeadership 2 3 NeuroLeadershipJOURnAl RESEARCH of mainstream business publications (The Business Brain contrast to traditional behavioral research, fMRi research in Close up, 2007; The Brain at Work, 2008), the business may allow the researcher to infer the mental processes in community, and business
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