Neuroleadership

Is Leadership Art or Science?

Leadership remains one of the most complex and fascinating subjects of the 21st century. Despite the phenomenal progress globally in the fields of technology and artificial intelligence, it is essential to increase the ‘leaders’ quotient across all levels. It is also imperative to seek answers to why some individuals can lead effortlessly while others struggle to succeed, leading to question – whether leadership is an art or a science?

For many, leadership is purely an art as it involves dealing with people as there is a human element to it. This romantic view of leadership is like the view of disease before the invention of the microscope and penicillin. 

In a similar way, neuroscience research is replacing many complex theories of human and organizational behaviour. With functional MRI (fMRI) technology, researchers can now see the "aha!" moment of insight happen in the brain and have documented the circumstances most conducive to it.

Neuroscientists have examined the brain's fear center (the amygdala) and the brain's extensive reward circuitry. While research is ongoing, it is generally accepted that the fear and error detection circuitry in the brain has five times as much brain real estate as the reward circuitry. This means that it is incredibly easy to induce fear and negative emotions in others.

Neuroleadership

Neuroleadership is the result of neuroscience research in the field of leadership. It applies data gathered about the effect of leadership styles on brain and nervous system. This helps to alter leadership patterns to best suit the organization and results in a more dedicated and happy workforce.

Brain and Emotions

Neurons are the fundamental units of the brain and nervous system. These are cells that act as sensors as well as actuators. As sensors these are responsible for receiving sensory input from the external world. As actuators they send motor commands to our muscles. For example, when the hand touches a hot object, the signal goes to the ‘sensor’ neurons which in turn passes on this information to the ‘actuator’ neuron that instructs the muscles to withdraw immediately. This communication of ‘threat’ from sensor to actuator neuron happens via neurotransmitters.

Neurotransmitters are chemicals present in neurons which get released by sensor neurons. Absorption of these neurotransmitters by actuators leads to action by the actuator neuron. The action can be instructions to muscles or it could cause some feelings which the person gets. For example, tasty food may give a feeling of pleasure.

The group of 4 neurotransmitters – dopamine, endorphin, serotonin, oxytocin, is also referred to as happiness chemicals as these give us feelings of pleasure, euphoria, safety, feel good, etc.

From leadership perspective, this helps in understanding why people behave in certain way. The behaviour of persons depends on the emotions they get.

Withdrawal vs Engagement

In the context of an organization or a team, threat will induce withdrawal or disengagement with the system, causing low performance. On the other hand, reward leads to better engagement and enhanced performance.

Successful leadership in a neuroscientific way means activation of the reward mechanism and reduction of threat scenarios.