Neuro leadership

NeuroLeadership:
Neuroscientific knowledge to the areas of
leadership development

Agenda
Chapter One: Introduction
Chapter Two: Leadership in next decade
Chapter Three: Neuroscience, human thought, emotion,
and behavior
Chapter Four: NeuroLeadership, closes the gap between
goals and practices.
Chapter Five: Conclusion & Recommendation
2To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza

Chapter One: Introduction
Research problem
• Leadership is organizing a
group of people to achieve
a common goal.
• Neuroscience is the
scientific study of the
nervous system.
• Neuroleadership, is focused
on bringing neuroscientific
knowledge into the areas of
leadership development.
• Aim of the study to know
how to improve the quality
of leaders and how to
measure outcomes of this
improvement.
Importance of the study
• Try to have the most
accepted definition of
leadership in the world of
business.
• Recent developments within
neuroscience have given us
the ability to shed some
new light on how the brain
functions in real time.
• It may provide the missing
link between leadership
behavior and leadership
development.
Research Questions
• What is the job description
of Leadership compared to
Manager?
• What are major traits to
have excellent predictors of
leadership emergence?
• How to improve the quality
of leadership?
• Why neuroscience was
emergence and what are
added values to business?
• Can Neuroleadership reach
us with perfect leader with
high quality leadership?

Chapter Two: Leadership in next decade
 Organization main pillar of
success is the success of
leadership.
 It is important to clarify the
difference between leadership
and management. Even it is
agreed among researchers and
authors that they are different
concepts, these two terms are
often confused and frequently
used interchangeably.

Leadership is
influencing a group
of people to follow
the one who lead,
while management
focuses on
maintaining systems
and processes
Doing the right
things is by leaders
and doing things
right is by managers
Leadership is more of
a style that is vision
and action oriented.
The leader seeks the
questions while the
manager seeks the
answers
J. Maxewell W.Bennis Gaither

You get promoted for
your management skills –
the hard skills.
Leadership is the soft
skills - vision, working
together, motivation,
building trust among the
players, ethics
Good manager scope is
based on planning,
organization, controlling,
and problem solving.
Leadership is about
establishing orientation,
directing people,
motivating and inspiring
others.
Frequently no such
distinctions between two
terms. So they defined
leadership as influencing
a group toward the
achievement of a vision
or set of goals.
J. KotterD. Rubin S. Robbins

There are still no generally agreed
definitions, no clear understanding
to what distinguishes leaders from
non-leaders, effective leaders from
ineffective leaders and effective
organizations from ineffective
organizations.
Leadership development and
succession planning will be the
priority issue of the next decade
S. Badshah Jay Conger

Behavioral and Traits description of
Leadership
 Search for heritable
attributes that
differentiated leaders from
non-leaders and explained
individuals’ effectiveness as
leaders
 Critiques of the leader trait
paradigm prompted
scholars to look beyond
leader traits and consider
how leaders’ behaviors
predicted efficiency.

Effective leadership has two primary behavior
dimensions: Leaders' behavior may either have
a primary focus on influencing people to attain
goals by directives (task behavior) or by
supporting an employee (relationship
behavior).
A leader who displays task behavior engages in
one-way communication; and tells the follower
what do where, when, and how; and then
closely supervises. Words associated with task
behavior are structure, control, and supervise.
A leader who displays relationship behavior
engages in two way communications, provides
support, encouragement and listens, facilitates
interaction, involving the follower in decision
making. words associated with relationship
behavior are praise, listen, and facilitate.

How to improve the quality of leadership
Welch's 4E leadership framework
• Energy
• Energizers
• Edge
• Execute
Mourkogiannis four actions you need to
stay on track
• Think
• Inspire
• Mobilize
• Empower

Styles of Leadership
Transactional
Leadership, perfectly
apply goals
Transformational
Leadership, vision to
achieve success
Destructive Leadership
Behavior

Chapter Three: Neuroscience, human
thought, emotion, and behavior
 Neuroscience, the study of the anatomy
and physiology of the brain.
 studying of the nervous system,
improvements the understanding of
emotion, human thought, and behavior.
 neural science task is to explain behavior
in terms of the activities of the brain.
 It will help us to know how some people
can form effective leadership relationships,
and some not. It will also help us to know
why some people can sustain their
effectiveness and others cannot.

Neuroscience added value to business
 ‘Mind’ is a core aspect in case
business and management. If
you do not have a proper
mind set, you may be setting
yourself and your business up
for a very long road.
 Neuroscience clarifies how a
leader’s brain works in a
certain context or situation
and why it works this way.
 Why some people resist
certain types of leaders but
accept others.

Learning how the nervous system develops
and functions normally
 One of the things that the neuroscientist has confirmed is that the
prefrontal cortex (that is at the front of the brain above and behind the
eyes) is the ‘executive’ brain area.
 Neural circuits are defined as the primary components of neural systems
that process precise types of information.
 Neural systems include neurons and circuits in a number of discrete
anatomical locations in the brain. These systems sub serve one of three
general functions:
1. Sensory systems is demonstrating information about the state of the organism
and the environment it is part of.
2. Motor systems generate and organize actions.
3. Associational systems link the sensory and motor sides of the nervous system,
providing the basis for “higher-order” functions such as attention, perception,
emotions, cognition, rational thinking, and further complex brain functions that
lie at the principal of understanding human beings, the history and the future.

Three Fundamental discoveries about how
the brain works.

Chapter Four: NeuroLeadership, closes the
gap between goals and practices.
 NeuroLeadership is the art of synchronizing the science of the brain
with leadership behaviors offering best effecting real change in a
leader and within an organization.
 It is a new field exploring the processes within the brain that
underlie or influence human decisions, behaviors, and interactions
in the organization and workplace.
 Importance of neuroleadership is in the understanding the impact
that our emotions and behaviors – and the behaviors of those
around us – has on our success and failure.
 Creating awareness of the scientific underpinnings of human
behavior - drawing on neuroscience, brain-scans, and other data -
opens the change doors. Particularly, the key to initiate change is
focused attention.

Aspiring Coaching Guru
The catchy term was coined 2006 by David Rock, who has been
importing notions from neuroscience to help explain managerial
behavior. Rock group is a growing group of people connecting
the two fields. From Arizona state University and Emory
University, the business school professors are working with
neuroscientists to use electroencephalograph (EEG) machines
and fMRI to study the brain waves or images of executives
rather than those of traditional under graduates

Use of EEG and fMRIs to study how brains
make decision
 Research and discovery in neuroscience has exponentially
blossomed over the last decade or so because of the discovery and
development of electroencephalography (EEG) and functional
Magnetic Resonance Imaging (fMRI) machines.
 These are parts of scanners and other tools of the medical trade
that monitor and measure brain activity precisely, so that piece by
piece neuroscientists can accurately map what does what, how and
where in the brain.
 Lying in an fMRI machine, the member cannot move, but via a
basic monitor and keyboard he can see images or read words or
phrases and communicate back to the researcher. The machine
monitors the brain activity and from this maps can be made on
how the sensory data is processed.

fMRI Machine
 fMRI has become a
method of choice in the
decision neuroscience
literature because it has
superior spatial
resolution and it is a
noninvasive approach
that is able to precisely
localize a subject’s
activated brain areas

NeuroLeadership new process of leadership
 Neuroleadership is considered as an emerging field
of study focusing on bringing neuroscientific
knowledge into the areas of leadership
development, management training, change
management, education, consulting and coaching.
 The neuroleadership effort is proposed to help
individuals and organizations fulfill their potential
through better understanding how the human brain
functions at individual, team and systemic levels.

The four domains of NeuroLeadership
 We will study the domains of NeuroLeadership determining how
neuroscience is informing some of key leader functions; we will
define the following four key functions:
Decision-
making and
problem-
solving
Emotion
regulation
Collaboration
and influence
Facilitating
Change

Chapter Five: Conclusion &
Recommendation
 To be an effective leader
planning to change, it is
important to understand
threat and reward
responses to help leaders.
 The brain is highly plastic.
Neural connections can be
re-formed, new behaviors
can be learned, and even
entrenched behaviors can
be modified at any age.

Chapter Five: Conclusion &
Recommendation
 Leader is so difficult: your
every word and glance is
freighted with social
meaning.
 Brain is a very complicated
system. Future dreams are
to understand how each
part of the brain works,
and how we can control it
to improve human social
activities and business.

How Far Can You Go?

SPECIAL THANKS TO DR.
ABDEL MONEIM EL-SAID
By: Ahmad Hamza To: Dr. Abdel Moneim El-Said 25

Neuro leadership

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