Neuroleadership: Not Just a Fad

Neuroleadership — the application of neuroscience findings to the field of leadership — is an emerging field of study sometimes dismissed as merely a fad. In the Journal of Management Inquiry July 2013 issue, Neal M. Ashkanasy of the University of Queensland published a Reflections on Experience piece, “Neuroscience and Leadership: Take Care Not to Throw the Baby Out With the Bathwater,” warning against such criticisms and stating that “the fad will pass…but good research will have a lasting effect”:

JMI_72ppiRGB_150pixwIn his critique of the application of neuroscience to leadership, and especially the use of neurological indicators to predict and select leaders, Lindebaum (2013) makes the point that, despite the developing interest in the concept, there are a raft of problematical issues, both methodologically and morally. I agree with this conclusion. I also agree with Lindebaum’s assertion that what Ringleb and Rock (2008, p. 3) referred to as “NeuroLeadership” is becoming a new management fad. Nonetheless, having written extensively on emotional intelligence, cited as a “management fad,” I would like to issue a warning here that scholars must take care not to “throw the baby out with the bathwater.”

Read the article, “Neuroscience and Leadership: Take Care Not to Throw the Baby Out With the Bathwater,” in the Journal of Management Inquiry, and sign up for e-alerts to receive updates about new articles published online before they are in print.

This entry was posted in Leadership, Science and tagged , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

One thought on “Neuroleadership: Not Just a Fad

  1. Pingback: Are Entrepreneurs’ Brains Wired Differently? | Management INK

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