Most leaders possess typical leadership qualities such as the ability to inspire and persuade, a grand vision, and a controlled fearlessness when taking risks. There is, however, a darker side to many leaders, manifested in character traits such as extreme pride and overconfidence, coupled with a complete contempt for others. These character traits, which can […]
Read More… from Beware of Hubris Syndrome! A Leadership Personality Disorder
The SCARF® model, developed by neuroscientist David Rock, enables ‘change agents’ to exhibit more adaptive behaviours based on how mental experiences occur over time, thus offering to improve people’s capacity to understand and modify their own behaviour and that of others within a corporate leadership context. SCARF holds that the organizing principle of the brain […]
Read More… from How Neuroscience Can Aid Collaborative Leadership
Neuroscientific research reveals that the brain reacts differently to negative vs. positive outcomes; recent research in finance shows that market participants (including investors and investment professionals) draw different lessons from market conditions depending on whether conditions are good or poor. Professor Camelia Kuhnen of University of North Carolina’s Kenan-Flagler Business School designed an experiment involving […]
Read More… from Overreacting to Bad Financial News Can Lead to Poor Investment Decisions
When in May 2013, software giant SAP announced that it would hire hundreds of people who were diagnosed with autism, the assumption among casual observers might have been that SAP was engaging in a laudable act of social responsibility. However, SAP executives, working with researchers and consultants in the field of autistic individuals in work […]
Read More… from Competitive Advantage through Individuals Outside the Norm
Traditionally, research on leadership development has put behavioural competencies under the spotlight; training, coaching, on-the-job experiences and mentoring are all intended to facilitate the development of these behaviours. But are these models too simplistic and incomplete for today’s complex business environment? In a White Paper published by the Center for Creative Leadership, Marian N. Ruderman, […]
Read More… from An Holistic Approach to Leadership Development
Research suggests that executives tend to learn more from negative work and life experiences than positive ones, as failures and the threat of failure may force an individual to revisit the way they do things; positive experiences and successes, on the other hand, may lead to complacency. So what happens in your brain during such […]
Read More… from Can Stress Improve Experiential Learning for Leaders?
A growing number of studies in both the field and the laboratory demonstrate that people are imperfect co-operators — they tend to co-operate only if others do so, and a significant minority don’t co-operate at all. This pattern of behaviour causes unstable co-operation levels and often results in the disappearance of positive collective action over […]
Read More… from Co-operative Behaviour: Neuroscience Insights
In making decisions, people are susceptible to the influence of those in their ‘in-group’, who commonly include others of the same age, sex, ethnicity or religion, as well as friends, family members, colleagues and classmates. This is a long-observed and commonly acknowledged phenomenon, often explained in terms of evolutionary biology. (By conforming to the common […]
Read More… from Social Influences on Decision-Making: Neuroscience Insights
Over the past 25 years, use of celebrity endorsement by big-budget advertisers has grown significantly. Despite this, it’s unclear why famous faces should be more effective in advertising than (equally attractive) non-famous ones. Studies in 2005 and 2008 suggested that the pairing of a positively valenced stimulus (a celebrity) with an initially neutral stimulus (a […]
Read More… from Celebrities in Advertising: Neuroscience Insights
