The Role of “N?na e Madhe” (The Great Mother) in Neuroleadership

Prof. Dr. Fadil ?itaku, PhD, MME, founder, and CEO of the Academy of Leadership Sciences Switzerland, Supervisor at ETH, Zürich

Contact: [email protected] and www.alss-edu.ch

Abstract

This article explores the concept of "N?na e Madhe" (The Great Mother) as the root of Neuroleadership, a term that draws on neuroscience to enhance leadership capabilities. It connects cultural narratives with scientific studies to validate leadership competencies. Through a review of current literature, the study delves into how neuroscience reveals the neural mechanisms behind leadership behaviors, emphasizing the importance of social responsibility and leadership qualities in both traditional and modern contexts. The study finds that the brain's neural circuits, neurotransmitters, and cognitive functions support effective leadership. This article offers a comprehensive perspective on integrating neuroscience into leadership practices, with a particular focus on the application of Neuroleadership in political and organizational settings.

Keywords: Neuroleadership, neuroscience, leadership competencies, social responsibility, decision-making, neurotransmitters.

1. Introduction

Leadership has long fascinated scholars seeking to identify the qualities that distinguish effective leaders. "N?na e Madhe," the cultural archetype of The Great Mother, offers profound insights into leadership that transcend formal education and training. Rooted in self-sacrifice, empathy, and nurturing, this model aligns closely with modern theories of Neuroleadership. Neuroleadership integrates principles from neuroscience to explore how the brain shapes leadership skills and behaviors (Rock, 2006). The study of Neuroleadership has evolved to include insights into how brain functions and neurotransmitters influence leadership competencies such as decision-making, empathy, and communication (?itaku & Ramadani, 2024). This article examines the connection between cultural narratives like that of "N?na e Madhe" and neuroscientific leadership theories.

2. Problem Statement

Despite the growth of Neuroleadership, the cultural underpinnings influencing leadership behaviors are often underexplored. Many leadership models fail to incorporate the deep-seated cultural influences that shape leadership styles. "N?na e Madhe" embodies leadership qualities that resonate with contemporary leadership theories, yet there has been little research on how neuroscience validates such cultural leadership models. This article addresses the gap by exploring the relationship between cultural leadership concepts and the neuroscientific understanding of leadership competencies.

3. Research Question

The central research question of this article is: What are the neural mechanisms that activate leadership competencies such as social responsibility and empathy, which are evident in the cultural model of "N?na e Madhe"?

4. Methods

This study uses a literature review methodology, synthesizing existing research from neuroscience, leadership theory, and cultural studies to explore the neural substrates underlying the competencies embodied by "N?na e Madhe." Key sources include studies on decision-making, social responsibility, empathy, and leadership competencies through the lens of neuroscience (?itaku & Ramadani, 2024; Rock, 2006). The review identifies neural circuits and neurotransmitter systems involved in effective leadership.

5. Findings

Neuroscientific research shows that leadership behaviors such as social responsibility, empathy, and decision-making are supported by specific neural pathways. Studies indicate that the prefrontal cortex, involved in executive functions like decision-making, plays a crucial role in leadership competencies (Rangel, Camerer, & Montague, 2008). Neurotransmitters like dopamine, oxytocin, and serotonin also influence leadership behaviors, such as empathy, fairness, and ethical decision-making (Decety & Lamm, 2007; Crockett et al., 2010). These findings align with the leadership model of "N?na e Madhe," demonstrating that leaders who exhibit empathy and social responsibility activate neural systems vital for effective leadership.

6. Discussion

The cultural framework of "N?na e Madhe" provides a rich understanding of leadership, aligning with modern neuroscientific models. The nurturing qualities associated with this figure resonate with neuroleadership studies, where empathy and social responsibility engage brain regions like the prefrontal cortex and amygdala (Singer & Klimecki, 2014). The role of oxytocin in fostering trust and collaboration, as observed in "N?na e Madhe's" actions, highlights the importance of neurohormonal influences in leadership effectiveness (Donaldson & Young, 2008). Integrating neuroscientific findings with cultural leadership models can offer deeper insights into the mechanisms of effective leadership.

7. Conclusion

This article reinforces the notion that cultural models like "N?na e Madhe" provide valuable insights into the competencies essential for effective leadership. Integrating these cultural narratives with modern neuroscience enhances our understanding of the neural mechanisms that underpin leadership behaviors such as empathy, decision-making, and social responsibility. Neuroleadership emerges as a promising field that offers practical applications for leadership development and organizational success.

8. Application in Practice

Leaders, particularly in politics, can apply these insights by fostering a culture of empathy and social responsibility. Understanding the neural substrates of these competencies can enhance decision-making, collaboration, and trust within teams. These insights can also be incorporated into leadership training programs designed to activate and strengthen the neural mechanisms involved in effective leadership. Political leaders, for example, could benefit from applying Neuroleadership principles to improve their interactions with constituents and make more ethically grounded decisions.

References

? ?itaku, F., & Ramadani, H. (2024). The Neuroscientific Validation of the Leadership Competency Model Drenica. Journal of Human Resource Management, 12(2), 42-47. https://doi.org/10.11648/j.jhrm.20241202.13

? Decety, J., & Lamm, C. (2007). The role of the right temporoparietal junction in social interaction: How low-level computational processes contribute to meta-cognition. The Neuroscientist, 13(6), 580–593.

? Crockett, M. J., Clark, L., & Tabibnia, G. (2010). Serotonin modulates behavioral reactions to unfairness. Science, 329(5988), 533.

? Donaldson, Z., & Young, L. (2008). Oxytocin, vasopressin, and the neurogenetics of sociality. Science, 322(5903), 900–904.

? Rangel, A., Camerer, C., & Montague, P. R. (2008). A framework for studying the neurobiology of value-based decision making. Nature Reviews Neuroscience, 9(7), 545–556.

? Rock, D. (2006). Neuroleadership: A definition and research agenda. The NeuroLeadership Journal, 1, 1-12.

? Singer, T., & Klimecki, O. M. (2014). Empathy and compassion. Current Biology, 24(18), R875–R878.