The Neuroscience of Leadership

Leadership decisions and styles can positively or negatively effect the brain. The human brain needs certain factors to be present in order to maintain high levels of motivation, performance, and creativity.

David Rock present five factors that are based in our understanding of neuroscience and what impacts the brain. These factors must be present to have brain states that allow for motivation, performance, and creativity.

In my experience, we tend to fight against the needs of the brain - wishing that we are different. Wishing that people did not need to have certain factors in order to perform well.

Unfortunately, these are things we cannot change. We need these factors in order to have an ideal environment.

Leaders should, therefore, understand these factors in order to maximize the potential of teams.

Status: Our brain's limbic system is very sensitive to alterations in social status, as it regulates our emotional responses. All such perceived changes have been shown to evoke strong emotional reactions that influence motivation and behavior. Team members whose status is supported by their leaders will, in turn, experience greater engagement and productivity. This recognition within the reward centers of the brain results in a dopamine release and thus is reinforcing.

Question to ask yourself: Am I consistently recognizing and celebrating individual achievements in a way that feels meaningful to each team member?

Certainty: The brain's need for certainty is linked closely with the prefrontal cortex, which is responsible for higher-level thinking and planning. Uncertainty creates activation of the amygdala, the fear center of the brain. The result is stress and a decrease in cognitive capacity. Leaders can overcome this by communicating with clarity and consistency, reducing ambiguity, and increasing the brain's ability to stay focused on what needs to be done.

Question to ask yourself: Am I providing clear, consistent, and transparent information about goals, expectations, and changes to minimize uncertainty for my team?

Autonomy: There is a deeply ingrained concept of autonomy in the brain's reward pathways. Research has shown that if people think they are in control of how to do work and choices they make, it lights up the reward system in the brain and can, therefore, make them more excited and satisfied with work. Leaders who effectively delegate responsibilities and empower their team tap into this neural drive, fostering a more engaged and innovative workforce.

Question to ask yourself: Am I empowering my team members to make decisions related to their work and encouraging them to take ownership of their tasks?

Relatedness: The brain's social network, including areas like the ventral striatum, is engaged when we sense being related to others. For instance, forming strong, supportive relationships within teams may trigger the release of oxytocin, a hormone associated with trust and bonding. Leaders who create an environment of inclusivity and empathy facilitate strong relatedness because they bond with the members of their team, leading to heightened team cohesion and loyalty.

Question to ask yourself: Am I actively fostering a work environment where team members feel connected, supported, and valued?

Fairness: Feelings of being treated fairly are processed in the brain's anterior insula, which is associated with feeling social emotions about justice. Neuro-imaging studies revealed the activation of the brain's pain centers in case of perceived unfairness, leading to drop motivation and disengagement. When a leader is fair in decision-making and transparent in his or her activities, a sense of fairness will be felt, which is a prerequisite for keeping up trust and team morale.

Question to ask yourself: Are my decisions and processes transparent and equitable, ensuring that all team members understand and accept the basis for those decisions?

Consistently asking these questions can help the leader ensure they are effectively addressing the key elements of status, certainty, autonomy, relatedness, and fairness, thereby, fostering a more motivated, engaged, and cohesive team.