Evidence from neuroscience suggests that by changing the way they think, leaders can significantly improve how they engage with and motivate others, make better decisions, and improve personal and organizational performance. The ability of the brain to adapt and change is referred to as neuroplasticity, and it can be applied not only to individuals but also to organizations. Jambrino-Maldonado C, Rando-Cueto D, Núñez-Sánchez JM, Iglesias-Sanchez PP, De las Heras-Pedrosa C. Bibliometric analysis of international scientific production on the management of happiness and well-being in organizations. Soc Sci. 2022; 11(7):272. doi: 10.3390/socsci11070272. [ CrossRef] [ Google Scholar] Ravina-Ripoll R, Núñez-Barriopedro E, Evans RD, Ahumada-Tello E. Employee Happiness in the Industry 4.0 Era: Insights from the Spanish Industrial Sector. Atlanta, GA, USA: 2019 IEEE Technology & Engineering Management Conference (TEMSCON); 2019. [ Google Scholar] But in today’s dynamic and changing environment, we wonder how the COVID period may have affected this line of research. The last few years have been marked by confinement, personal isolation, and teleworking, which have changed work and social environments rather drastically. It is observed that the consideration of the management of emotions and cognitive processes in the work environment is attracting interest to develop a leadership focused on making better workplaces. A new line of action focused on the management of happiness is emerging. Neuroleadership is presented as a new way of understanding management. For these reasons, we have identified an interesting gap (future trend 4), which is the consideration of happiness management in the new styles of leadership. Their combined application can mark a before and after in business management.

neuroscience of leadership | Psychology Today The neuroscience of leadership | Psychology Today

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). Ravina-Ripoll R, Romero-Rodríguez LM, Ahumada-Tello E. Guest editorial: Happiness management: key factors for sustainability and organizational communication in the age of Industry 4.0. Corp Gov. 2022; 22(3):449–457. doi: 10.1108/CG-05-2022-576. [ CrossRef] [ Google Scholar] Pathway 3. To improve happiness management, it is interesting to apply models for the application of neuroleadership according to stakeholders.

Salas-Vallina A, Alegre J. Unselfish leaders? Understanding the role of altruistic leadership and organizational learning on happiness at work (HAW) Leadersh Organ Dev J. 2018; 39(5):633–649. doi: 10.1108/LODJ-11-2017-0345. [ CrossRef] [ Google Scholar] Patriotta G. Writing impactful review articles. J Manag Stud. 2020; 57(6):1272–1276. doi: 10.1111/joms.12608. [ CrossRef] [ Google Scholar] Pathway 1. The neuroleadership implementations for happiness management can be based on neuroscience and organisational behaviour approaches. Hecht D, Walsh V, Lavidor M. Bi-frontal direct current stimulation affects delay discounting choices. Cogn Neurosci. 2013; 4(1):7–11. doi: 10.1080/17588928.2011.638139. [ PubMed] [ CrossRef] [ Google Scholar]

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

Although business leaders do not have control over the external factors impacting their businesses, they can prepare themselves and their organizations to better respond to, and navigate through, change. The Neuroscience for Business online short course takes a scientific approach to leadership. Drawing on the importance of neuroscience principles like neuroplasticity, it looks at promoting organizational and personal resilience, leadership development, and business performance.Jiménez-Marín G, Zambrano RE, Galiano-Coronil A, Tobar-Pesántez L. Brand management from social marketing and happiness management binomial of in the age of industry 4.0. J Leg Ethical Regul Issues. 2021; 24(3):1–10. [ Google Scholar]

Neuroscience of Leadership: Leading with Your Brain

Knowledge at Wharton: Jeffrey, you talked earlier about the difference between low ground and high ground in decision-making. Can you take us deeper into that?But here’s the key point: Habits happen automatically, and that can be tremendously advantageous. But they happen largely without your awareness. So, habits come up anytime you’re under stress, which in business is all the time. Because habits happen very largely under the conscious level, and they tend to take over under stress, one of the things we want to use the executive brain to do is make choices and become conscious of what our habits are getting us to do and to be able to inhibit them, which takes a lot of brain energy when it’s appropriate. We want to change the habit. That is one of the big points of how understanding how the brain works directly informs how to run a business. To identify the main themes/aspects of neuroleadership that have been studied, a co-word analysis was used in conjunction with the SciMat programme (Cobo et al., 2012). The Scopus database was used, and the fields Title, Keywords, and Abstract were searched. The query used on April 21, 2022, is (TITLE-ABS-KEY (neuroleadership) OR TITLE-ABS-KEY (neuroscience AND leadership). The search returned 412 documents. Keywords were filtered, so the plurals and singulars of the same words were automatically grouped, and words were manually grouped by common synonyms, leaving a total of 818 words or groups of words. Goldsmith M (2010). Sharing leadership to maximize talent. Harv Bus Rev 26. https://hbr.org/2010/05/sharing-leadership-to-maximize