The Leadership Revolution: Harnessing Organisational Neuroscience for HRDs, CEOs & the Board.

In today's rapidly evolving business landscape, HR directors and CEOs are constantly seeking innovative solutions to drive success and create thriving, productive work environments.

Recent advancements in brain research are providing us with unprecedented insights into the dynamics of human behavior within organisations. For want of a better name, Organisational Neuroscience (ON) is poised to revolutionise the way we understand, manage, and lead our teams.

But we must exercise caution and apply a little wisdom if we're to avoid the mistakes of the past. In our enthusiasm for progress in a VUCA or TUNA world, we simply cannot afford, to create yet another 'Latest Fad!' surrounding the topic of Applied Neuroscience.

The potential in front of us is far too valuable to squander, in the shallow pursuit of making a quick buck (jumping on the neuro-coaching bandwagon) or waste, in vein (naive) hopes of waving a magic wand to 'fix' our organisational challenges.

"You cannot fix a problem with the same thinking that created it"

Organisational Neuroscience explores the intricate relationship between the brain, personal performance and organisational profit. It delves into the functions of neurons as they relate to social, cognitive, and affective phenomena in the workplace. Cutting-edge neuroimaging technologies, such as EEG, fMRI, and eye-tracking, are unlocking the secrets of leadership behaviors. A study by Balthazard et al. even demonstrated the potential to distinguish transformational from non-transformational leaders through quantitative EEG data.

Although impressive on first glance, such an approach to sitting in judgement of people via an assessment of brain function, using yet more advanced technology, kinda misses the point ... it's such technologically enabled sources of increased stress, which currently detract from human relations and neurological performance, leading to multiple illnesses, which plague all of society!

e.g.

1. Glycation
2. Oxidative stress
3. Mitochondrial dysfunction
4. Insulin resistance
5. Membrane instability
6. Inflammation
7. Methylation
8. Autophagy

These pathologies are not treatable with ‘drugs’. They occur in response to the food we eat (e.g. a high sugar diet artificially stimulating the release of excessive Dopamine = too much short term pleasure) and the socio-technical environments we create (incl. Technology) for our evolved brain to survive, (artificially increasing levels of Cortisol [stress] which reduces Serotonin [required to establish a sense of Happiness]).

These 'non-druggable' underlying pathologies, are at root of diseases listed in medical journals as 'exponentially increasing' over the last 50 years ... which we aim to treat/control, with drugs.

1. Type 2 diabetes
2. Hypertension
3. Dyslipidemia
4. Cardiovascular disease
5. Cancer
6. Dementia
7. Fatty Liver Disease
8. Polycystic ovarian disease

Given this 'SYSTEMIC' link between brain function, surviving the modern environment, overall organisational performance and quality of life, we must also recognise an area of business where Neuroscience is rapidly and enthusiastically being embraced, with massive budgets! This is the area of wearable tech and big data analysis, known as "Neuro Marketing".

Again, we must exercise caution, ethically and morally.

What we cannot afford to do, is capitalise on the science of emotional manipulation to sell more services and product, if that very act of emotional influence, links to other, broader, social issues... and the pathologies we fail to see, underpinning the diseases we continue to treat. (Good for the Pharma industry, and industry in general, in terms of sales / revenue, but perhaps not so good for humanity!)

I mean, it may be OK to want some perfume or a nicer car, but not, if the increased desire leads to your target audience experiencing higher levels of depression or anxiety when they can't afford it! .. or if increased production, continues to contaminate the planet, driving climate change, despite CO2 offset targets! Or seeing other people's perfect lives on social media, drives up suicide rates in teenagers.

We ALL have a responsibility to do what's best for brain development / performance (Quality of life) in all age groups! Continuing to do what we've done for the last couple of hundred years, is seeing us fail, miserably ...

Making links - Cause and Effect

Variations in workplace behavior are rooted in differences in perception and personal motivation (both brain function). Neglecting these variations can lead to organisational challenges, employee attrition, and capability erosion.

One objective of this article is to highlight how psychological concepts, such as intrinsic motivation, must be understood from a social cognitive and affective neuroscience perspective, to enhance the leadership paradigm.

Addressing these issues through this lens, can and will contribute to the overall well-being of the business environment, thus addressing the major social pathologies listed above, at their very root.

Given the science available, this is the level of conversation it is incumbent upon the Chairperson and Board members to lead, if ESG and CSR are to retain any credibility... or productivity and performance is to improve sustainably and culturally.

Of course, such conversations cannot be held, if those leading the way do not have the language required to make the link between surviving the environment their choices ultimately create, brain function, chronic neurotransmitter release and cell degeneration ... in themselves and their reports.

This is why it is essential and urgent, for leaders to embrace the knowledge available from the world of neuroscience: to inform their thinking (update their own neurological wiring-firing patterns) and update the choices they make, in pursuit of sustainable, performance improvement, which then becomes strategically and culturally supported, systematically, and not as just another PMO or functionally led project, with an end date.

While leadership studies have come a long way, there's still much to uncover about the stages of followers' needs, and leaders' responses. Neuroscience is rapidly filling these gaps in our knowledge and has become easily accessible, consistent in it's explanation and popular with a growing list of large orgainsations, via Duxinaroe's #BTFA course .

The science simply cannot be ignored!

Understanding perspectives, bias and the 'world-view' behind the advice we receive.

"There's no such thing as altruism"

For example: A Psychologist might promote Self-Determination Theory (SDT).

In some circles, it's said SDT offers a bridge between leadership studies and ON, providing the psychological foundation to explain organisational behaviour and extend leadership theories, spotlighting SDT's role in explaining intrinsic motivation.

SDT focuses on how motivation internalisation occurs within individuals, emphasizing self-regulation and social context. It underscores that different forms of motivation lead to distinct attitudes and behaviors.

Looking at SDT and organisational contexts, through the neuroscience lens, sheds much more light on implicit mechanisms within the brain, significantly improving our understanding of workplace behaviors. e.g. we can now understand the sensory stimulus received through an inclusive leadership style and acts of compassion, which engage the reward mechanism, altering the chemical mix in the brain and body, as easily as we can understand the neurological mechanisms involved with Goal setting, goal seeking and reward (in terms of Dopamine release).

Furthermore, the neurological approach, encompassing the competence, relatedness, and autonomy dimensions of SDT, offers a pathway to improving leadership theories.

In psychological terms, SDT is explained as; Competence nurtures cognitive, motor, and social growth, while relatedness fosters motivation for internalisation, enhancing group knowledge exchange. Autonomy (i.e. removing a sense of control being imposed) is the key to self-regulation and thus, behavioral alignment to values.

This article elucidates the contributions of ON in comprehending human behavior and advocates for the enhancement of the leadership approach by shifting this language register towards the demonstrable and repeatable evidence neuroscience provides.

THis is because sustainable organisational development requires leaders to do more than simply focus on one psychological model (like SDT) to explain intrinsic human motivation in the business environment, or follow populist ideas of creating 'Psychological Safety' with no knowledge about 'how' to realise such ambitions (or what a sense of safety is, in terms of brain function).

It requires leaders understand enough about psychology through the neuroscience lens to make informed, sensible decisions on behalf of all their people, ... and not just the shareholders.

Neuroscience without psychology is stupid. Psychology without neuroscience is baseless - Michael Merzenich (2023).

By combining these two fields, and making their application sensible in the worlds of business and leadership, a new approach emerges, encompassing strategy, culture and change ... we (humans) are poised to redefine leadership in the era of neuroscience... and the avant garde a set to prosper!

Theoretical Background:

To create a profound understanding of the synergy between organisational neuroscience, social cognitive and affective neuroscience, psychological concepts like Self-Determination Theory, and the art (science?) of leadership, let's delve into each concept's core principles and applications.

Organisational Neuroscience:

Neuroscience offers unparalleled insights into how the brain's network systems shape human behavior, and when coupled with organisational dynamics, it becomes a powerful tool for deciphering workplace behaviors. Organisational neuroscience combines neuroscience, psychology, management science, and neuroeconomics (biological energy consumption) to clarify neural activation processes that drive employee behaviors. This approach is vital for understanding the complex relationship between cognition and behavior in organisations.

In addition to Sales, Operations and Finance, this is a new language register, through which experts in each area can adopt and align ... where alignment to a higher purpose is key to the successful delivery of strategic intent.

Social Cognitive and Affective Neuroscience:

The emergence of neuroimaging technologies has expanded our understanding of the neural foundations of behavior and decision-making processes. Social cognitive and affective neuroscience (SCAN) brings the "affective" dimension into play, helping us grasp the emotional aspects of behavior regulation and self-control. SCAN aims to explore the psychological facets of human behavior by considering the social, cognitive, and neural elements that underpin it.

Affective neuroscience recognizes that emotions play a pivotal role in shaping attitudes, responses, and behaviors in the workplace. It investigates the neural basis of emotions (neurotransmitters) and how brain structures influence emotional regulation, thus impacting attitudes and behaviours in the workplace.

Self-Determination Theory:

Leadership theories have evolved with an emphasis on satisfying psychological needs, which directly contribute to job satisfaction, motivation, and overall well-being. Self-Determination Theory (SDT) is oft referenced, as it emphasises the significance of fulfilling individuals' psychological needs for competence, autonomy, and relatedness. These universal psychological needs are fundamental for human development and well-being and link directly to the issue of control, imposed by technology and systems (See Maslow's Hierarchy of needs - i.e. Safety).

SDT emphasises that competence motivates human activity, relatedness fosters connections with others, and autonomy empowers self-directed actions. Together, these needs facilitate personal and professional growth, integral to creating successful and harmonious work environments.

However, the language surrounding such psychological concepts remains subjective and thus, difficult to understand and open to interpretation.

Neuroscience now enables a consistent and demonstrable definition of 'relatedness' in terms of Oxytocin release, Autonomy, in terms of stress and the damage Cortisol levies upon other cells universally and, competence, can be considered in terms of confidence, self worth and the chemical mix such emotional states elicit throughout the brain.

In conclusion, the merger of organisational neuroscience, social cognitive and affective neuroscience, psychological concepts, and the neuroscience of leadership, creates a compelling paradigm that is redefining leadership and employee engagement, to update and replace the notion of employee management.

As HR directors and CEOs, embracing this revolution in understanding human behavior within organisations can lead to more effective leadership, enhanced employee well-being, and ultimately, greater business success in the ever-evolving corporate VUCA/TUNA landscape.

These acronyms coming into existence, highlights, that in the rapidly evolving world of business, the role of leadership is more crucial than ever. To stay ahead, leaders must adapt to dynamic economic, political, and environmental changes. In this context, the synergy of neuroscience, psychology, and leadership studies offers a groundbreaking avenue for understanding and enhancing effective leader and manager behaviour.

Organisational neuroscience, as demonstrated herein, delves into the understanding of behaviour by deciphering the intricate mechanisms of the human brain. By comprehending how cognitive and affective (emotional) processes, drive decision-making, it provides insights that can revolutionise leadership approaches toward Project management, Change management, Strategy deployment and Culture change... i.e. how to run and improve a business.

All of this and more, is made easily understandable, and relatable, in www.duxinaroe.com 's #BTFA training, re-defining the benefits of fulfilling the basic, yet often ambiguous, psychological needs behind human performance, with clarity and understanding, through the factual language of neuroscience.

Leaders who can create environments that satisfy evolved human needs, enable employees to tap into their potential and adapt to rapidly changing conditions. This insight should be a focal point for HR professionals, as it underscores the importance of creating workplaces that promote learning, autonomy, and a sense of belonging at a cultural and strategic level, and not through internal marketing campaigns, which often trigger the brains in the workforce to respond skeptically / cynically.

Emotional engagement, is a critical factor in effective leadership and should be a focus of leadership training programs. Understanding how emotions are processed in the brain and the impact on decision-making is essential for modern leaders, if they are to move beyond the ambiguity and confusion of past leadership theories, they have been encouraged to adopt in recent decades.

The implication for HR professionals is clear: embracing the insights from cognitive and affective neuroscience and incorporating them into leadership training and development programs is essential. By nurturing leaders who can satisfy their own and their employees' basic psychological needs, promote emotional engagement, and adapt to rapidly changing business landscapes, organisations can secure a competitive advantage in an ever-evolving world.

In conclusion, the convergence of neuroscience, psychology, and leadership studies has the potential to redefine leadership in today's fast-paced business environment.

The Duxinaroe.com BTFA (Believe Think Feel Act) cycle, which integrates neuroscientific knowledge, is poised to become the guiding light for businesses worldwide, as the first approach that truly links the development of the individual to the systematic development of the entire organisation.

By understanding the inner workings of the brain, promoting the fulfillment of psychological needs, and harnessing emotional engagement, BTFA can empower leaders to excel in an ever-changing landscape.