Neuroscience Research and Ethical Leadership

Abstract

The article examines to what extent research from social cognitive neuroscience can inform ethical leadership. We evaluate the contribution of brain research to the understanding of ethical leaders as moral persons as well the understanding of their role as moral managers. The areas of social cognitive neuroscience that mirror these two aspects of ethical leadership comprise research relating to understanding oneself, understanding others, and mediating processes between the self and others. Within these, we deem it relevant for ethical leadership to incorporate research findings about self-reflection, self-regulation, empathy, theory of mind, and trust. The article highlights social cognitive neuroscience research in these areas and discusses its actual and potential contributions to ethical leadership. In particular, we reassess the explanatory and predictive power of extant leadership theories, reconsider their theoretical and managerial implications, and suggest new avenues for future research in the field of leadership ethics that are informed by insights from neuroscience.