Neuroleadership: 4 insights into the brain basis of leadership

Several scientific discoveries that make us understand leadership in a different way.

Virtually any area of human behavior has a neurobiological facet, which can be studied by investigating the functioning of the brain. However, this area of research is not only focused on the mental processes of the individual in isolation from his or her environment, but also includes the way in which the environment influences our networks of neurons, and vice versa.

That is why there is neuroleadershipThe concept refers to the part of leadership and team management that has to do with what we know about the human brain.

The relationship between the brain and leadership: 4 keys

Here you will find several key ideas that help to understand how the way the brain works is related to the way leaders act, according to the principles of neuroleadership.

1. The importance of emotional memory

The last few decades of research into the neurobiological basis of memory have shown us that the emotional part of memories works in a very different way. the emotional part of memories works in a different way than the way we "file" our memories. than the way in which we "file" in our brains the more rational and easily explained verbal elements.

This means, among other things, that the intensity of the memory of an emotion need not be the same as that of the memory of an idea, phrase or reasoning. In fact, the emotional imprint is often more lasting than that expressed through concrete ideas and words.

In practice, our attitudes towards a person depend not on those beliefs we have about him or her, but on the emotions and sensations it produces in us because of the times we have come into contact with it in the past, even if we do not remember exactly what happened in those encounters.even if we do not remember exactly what happened in those encounters.

Therefore, the emotional tone of a dialogue is often as or more decisive than the pure content of what is said when it comes to leaving a good memory in people and making it easier for our points of view to be taken into account. The same conversation may or may not lead to the emergence of leadership, depending on the way in which it is spoken, the content of what is said being the same.

2. Delay of gratification

The ability to forgo immediate rewards in order to be able to opt for medium- or long-term rewards is one of the psychological capacities that are most useful in achieving ambitious goals.The mental characteristics of the brain, which are those to which large teams that coordinate with each other can aspire.

Focusing on the individual (and more specifically, on his or her brain), this mental characteristic has to do with the way in which the frontal lobes counteract the influences that the limbic system has when it comes to establishing action plans. While the frontal lobes are the frontal lobes are related to socialization and the conceptualization of abstract goals, the limbic system is much more involved with the socialization and conceptualization of abstract goals.The limbic system is much more passionate and individualistic.

This means that those who have developed frontal lobes that are more connected to the rest of the brain tend to be better able to resist temptations and invest time and effort in reaching goals, which is essential for leaders both to avoid failing projects and to set an example.

3. Communication resources

The ability to communicate using language is the ultimate feature that distinguishes us from animals, and for good reason. Thanks to this symbol-based tool, we can involve a virtually unlimited number of people in the same action, helping to bring them into agreement to achieve a common goal.We can use this symbol-based tool to involve a virtually unlimited number of people in the same action, helping to bring them together to achieve a common goal.

For example, thanks to the development of language through a reorganization of the cerebral cortex, it was possible to establish primitive trade networks and hunt in groups, and the expansion of these kinds of skills through writing gave way to great civilizations with cities in which social and cultural life was centralized.

In the world of organizations, communication resources play an equally essential role; although it may seem that everyone has to be clear about what they are supposed to do, the truth is that in the majority of cases this highly individual approach to work creates unnecessary problems and limits the ability of groups and teams to grow. and limits the ability of groups and teams to grow.

Learning the most important tools to communicate taking into account the context and non-verbal language is key for the communication flow of a company or team to work in favor of the overall functioning of the entity, and not against it by feeding ambiguities and misunderstandings. Leaders must act as dynamizers of this communication network within a team, so that ideas can be expressed and doubts can be solved in time.

4. The keys to group identity

Leaders must be able to transmit the values and ideas on which an organization is based, regardless of whether it is formal or informal. And in this respect it is necessary to bear in mind that human beings perceive the elements as a whole.without valuing their individual elements separately.

For example, if in a company in which it is constantly said that cooperation is the key value of the organization there is an architecture and design of spaces that denote strong separations between ranks and tendency to elitist exclusivity of some areas, the result will not be that workers will have a balanced perception of the entity by having the impression that one element is offset by the other; on the contrary, they will believe that in the operation of the company there are major inconsistencies.

That is why, leaders must therefore act as Public Relations officers not only from the outside, but also from the inside, so that there is a company's philosophy of public relations.This is why leaders must act as public relations people from the outside, but also from the inside, so that there is a clear organizational philosophy that is reflected without inconsistencies both in the way of working and in the aesthetics of the resources used.

How to train in neuroleadership?

This is an exciting area of research and intervention, so it is not surprising that there are already initiatives aimed at deepening the relationship between leadership and neuroscience.

Specifically, the Specialization Course in Neuroleadership offered by the Institut de Formació Contínua-IL3 (Universitat de Barcelona) offers the possibility of learning from an expert teacher in the field about topics as varied and useful as stress management, emotional regulation, and others. It has 3 ECTS credits, and is based on a very application-oriented format. To learn more about this course, see more information on this link.