Neuroleadership

Neuroleadership refers to the application of findings from neuroscience to the field of leadership.[1][2] The first time the concept of neuroleadership was mentioned was in 2005 in a Harvard University publication entitled Harvard Business Review. One year later, the theories and principles of this new tool were collated by David Rock and Jeffrey Swartz in their article, The Neuroscience of Leadership.[3] in the US publication Strategy+Business.[4]

Neuroleadership is not without its critics.[5] They question whether having scientific brain data to back up what was commonly believed adds any value.

SCARF model

The SCARF model is a psychological framework developed by David Rock. It is based on the synthesis of numerous research studies and serves as a mnemonic for remembering the key social domains that drive human behavior in social interactions: Status, Certainty, Autonomy, Relatedness and Fairness.[6]

References

  1. ^ Ruiz-Rodríguez, Raquel; Ortiz-de-Urbina-Criado, Marta; Ravina-Ripoll, Rafael (4 April 2023). "Neuroleadership: a new way for happiness management". Humanities and Social Sciences Communications. 10 (1). doi:10.1057/s41599-023-01642-w. PMC 10071247.
  2. ^ Lafferty, Christina L.; Alford, Kenneth L. (June 22, 2010). "NeuroLeadership: sustaining research relevance into the 21st century". SAM Advanced Management Journal. Retrieved March 30, 2012.
  3. ^ "David Rock". David Rock. 2011-11-06. Retrieved 2012-03-31.
  4. ^ [1] Archived November 14, 2007, at the Wayback Machine
  5. ^ See for example comments by Howard Gardner and Warren Bennis in Australian Financial Review 9 November 2007
  6. ^ David Rock (2008). "SCARF: a brain-based model for collaborating with and influencing others" (PDF). NeuroLeadership Journal. Retrieved 2024-03-05.

Further reading

  • Ringleb, Al H.; Rock, David (2009). "NeuroLeadership in 2009" (PDF). Issue 2. Neuroleadership Journal. Retrieved March 30, 2012.