Neuroleadership: Themes and limitations of an emerging interdisciplinary field.

Abstract

The relationship between brain and behaviour has perplexed philosophers and scientists since the time of the ancient Greeks. Recent technological advances have allowed neuroscience to flourish, alongside growing romanticism that reductionist studies will allow us to understand complex interpersonal behaviours. Organizational cognitive neuroscience and neuroleadership are newly established interdisciplinary fields that use neuroscientific techniques to answer questions about behaviours within organizations. Neuroleadership aims to discover screening tools for good leaders, to improve leadership skills, and to identify unconscious factors affecting behaviour in hopes of improving management and leadership practices. Although proponents of neuroleadership are optimistic, if we know anything about the functions of the human brain and our interpersonal behaviours, it is that they are exquisitely complex and context dependant. Here, we briefly discuss the major themes emerging in the new field of neuroleadership and the limitations and potential consequences of applying findings from the field prematurely and with blind optimism.