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Neuroscience for Leadership: Harnessing the Brain Gain Advantage (The Neuroscience of Business)

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But in today’s dynamic and changing environment, we wonder how the COVID period may have affected this line of research. The last few years have been marked by confinement, personal isolation, and teleworking, which have changed work and social environments rather drastically. It is observed that the consideration of the management of emotions and cognitive processes in the work environment is attracting interest to develop a leadership focused on making better workplaces. A new line of action focused on the management of happiness is emerging. Neuroleadership is presented as a new way of understanding management. For these reasons, we have identified an interesting gap (future trend 4), which is the consideration of happiness management in the new styles of leadership. Their combined application can mark a before and after in business management. Authors Art Kleiner and Jeffrey Schwartz discuss the lessons neuroscience can teach leaders about better decision-making. Ahmadiyan Z, Zareiyan A, Azizi M, Jahandari P, Jame SZB, Ganjizadeh H. Mediating role of happiness in the relationship between quantum leadership and organizational health at AJA University of Medical Sciences. J Mil Med. 2022; 23(10):802–811. doi: 10.30491/JMM.23.10.802. [ CrossRef] [ Google Scholar] The authors of Neuroscience for Leadership are pioneers in forging new thoughts and research into this cross-section of science, emotion, society, and economy. The book dispels mythos and long-held prejudices and should open up new avenues for tapping into the potential of the entire human race to meet the challenges of the 21st century.” (Candace Johnson, Founder/Co-Founder, SES, Europe Online, Loral-Teleport Europe GTWN, Succes Europe)

Neuroscience for Tara Swart, Kitty Chisholm and Paul Brown, Neuroscience for

From the beginning of the 21st century to the present day, a significant body of researchers has been devoted to exploring happiness at work as one of the most important means for corporate governance to increase productivity, innovation, competitiveness, or the creative skills of their internal customers in today’s digital society (e.g., Aboramadan and Kundi, 2022; Galván Vela et al., 2022; Srivastava et al., 2022). Badenhorst C. Identifying and managing the impact of NeuroLeadership during organisational change (Master’s thesis) New Zealand: Unitec; 2015. [ Google Scholar]

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As a library, NLM provides access to scientific literature. Inclusion in an NLM database does not imply endorsement of, or agreement with, Through the insights and research covered in this book, leaders can learn much about the complexity of their own functioning, as well as how to be human and effective when relating to others.

Neuroscience for Leadership: Harnessing the Brain Gain Neuroscience for Leadership: Harnessing the Brain Gain

Future trend 5. Neuroleadership research can delve deeper into the study of its impact on organisational success, developing measurement indicators and analysing their value creation. Upon successful completion of your course, you will earn a certificate of completion from the MIT Sloan School of Management. This course may also count toward MIT Sloan Executive Certificate requirements. Galván Vela E, Mercader V, Arango Herrera E, Ruíz-Corrales M. Empowerment and support of senior management in promoting happiness at work. Corp Gov. 2022; 22(3):536–545. doi: 10.1108/CG-05-2021-0200. [ CrossRef] [ Google Scholar]Schwartz: There’s a huge amount of crossover, and that brings in the whole personal element in being a great leader, which is very, very big. We never want to demean or undermine the critical importance of transactional leadership. If you’re not pleasing your customers, you don’t have a business. However, we do want to get beyond that. The modern business environment is constantly evolving. As a result of this rapid change, there’s an increase in the amount of information that needs to be processed and problems that need to be solved. Now, more than ever, there is a demand for resilient and agile leaders who can effectively adapt to change and drive innovation. That became something that I and a few other people kind of did on a day-to-day basis, and that changed our habits. It allowed us to think about what the organization needed to publish, and therefore we could work towards that end.

Neuroscience for Leadership - Google Books Neuroscience for Leadership - Google Books

Gao L, Chen F, Lei Y (2009) Research on the integration of happiness economics and happiness management. In 2009 International Conference on Management and Service Science, IEEE, pp. 1-4. 10.1109/ICMSS.2009.5301016 Salas-Vallina A, Simone C, Fernández-Guerrero R (2020) The human side of leadership: inspirational leadership effects on follower characteristics and happiness at work (HAW. J Bus Res 107:162–171. 10.1016/j.jbusres.2018.10.044 Transactional leadership is largely about thinking about what people want. Obviously, satisfying your customer is critical, thinking about what they want. However, we want to go beyond that. At the strategic level — the transition from what we call the “low ground” to the “high ground”— we use mentalizing to start thinking about what they’re thinking, so you can understand why they want what they want.Post C, Sarala R, Gatrell C, Prescott E. Advancing theory with review articles. J Manag Stud. 2020; 57(2):351–376. doi: 10.1111/joms.12549. [ CrossRef] [ Google Scholar]

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