Conceptualising neuroscience-based leadership behaviour

This thesis primarily focuses on conceptualising Neuroscience Based Leadership (NSBL) by providing a working definition of NSBL, describing the foundational concepts and core behaviours of neuroscience-based leadership (NSBL), and presenting a conceptual framework that integrates interdisciplinary perspectives on leadership behaviour.

This was achieved by:

1. Reviewing existing relevant scientific literature and highlighting current knowledge gaps in the conceptualisations of NSBL using Leadership Behaviour, Social Cognitive Neuroscience (SCN), and Neuropsychotherapy (NP)

2. Conducting a small-scale research project using semi-structured, in-depth interviews with three neuroscientists who have employed neuroscience-based diagnostics in leadership development within a corporate context. This study’s key findings reveal key conceptual themes with the following theoretical propositions that underpin NSBL key behaviours: social safety is a primary operating principle; conscious thinking and nonconscious processes drive behaviour; nature-nurture dynamics influence behaviour; experienced-based neuroplasticity drives change; and overlapping large-scale brain networks enable information processing in the brain.

3. Designing and implementing a qualitative Delphi study involving 33 experienced professionals in NSBL to explore how NSBL is defined, conceptualise NSBL as a different domain of leadership behaviour, and provide descriptors of NSBL key behaviours

4. Adopting a case study approach involving an organisational psychologist experienced in Neuropsychotherapy and drawing on his views and experiences to produce a single-case study of NSBL within the context of organisational psychology and applied organisational neuroscience (AONS).

5. Undertaking a reflective and critical review of the four pieces of research and proposing a theoretical framework of NSBL, specifically within formal organisations, to inform, support, foster and develop future NSBL-based behaviour.

The contribution of this study is broad in that it offers a working definition of neuroscience-based leadership and an interdisciplinary conceptual framework to guide practitioners and further research. This conceptual framework integrates theoretical propositions regarding leadership behaviour from Leadership Behaviour theory, Social Cognitive and Affective Neuroscience, and Neuropsychotherapy.

The theoretical framework of NSBL addresses gaps in the literature by differentiating four domains of NSBL: stress resilience-focused core behaviours, affect and emotional-focused core behaviours, relationship-focused core behaviours, and task-focused core behaviours. It also provides neuroscientific concepts that underpin behaviour.
The contribution to practice is that this study advances the understanding of how formal organisations can apply a neuroscientific lens to inform the design of leadership development interventions. This integrative, interdisciplinary theoretical framework can be used for leadership coaching at an individual level.

At the group level, it can facilitate team building. It can provide a neuroscientific language for mental experience at an organisational level, thereby enhancing the explanatory power of concepts in leadership and organisational behaviour.