Are your leaders brain-savvy, and why should you care?

Abstract

Purpose – This paper discusses the findings of a survey carried out to understand how employees perceived their leaders. The author was particularly interested in how brain-savvy leaders were – by this, is meant are leaders working in a way that is consistent with how the brain works? The author was interested in the question because she believes that working in a way that is consistent with how the brain works creates efficiency, productivity and engagement as well as improves the chances that change will be successful. Design/methodology/approach – We surveyed 2,000 people by telephone. Respondents were based in the UK and consisted of public sector and private sector employees spanning across all industry sectors. Findings – Our findings suggest leaders are failing to act in a way that is consistent with how the brain works. Less than 5 percent of UK employees said that their leaders were working in a brain-savvy manner and 24 percent said the leader in their organization was brain-fried, that is over stressed, a poor communicator and lacking personal connection. Originality/value – Neuroscience, the science of how the brain works offers insight into the implications for HR in organizations. The science is pointing to a number of ways the brain responds, for example, perceiving threat over reward leading to avoidance and reductions in creativity and effective decision making, and the importance of relationships as a motivator and creating engagement. The science also points to ways HR can help create more brain-savvy leaders and businesses.