Advancing in the neuroleadership field: a systematic and integrative review

Abstract

Abstract Scholars and managers have long discussed the best profile for successful leadership, which can influence employee performance and organizational growth. Despite leadership being the focus of many studies and continuous training, what explains leaders’ effectiveness within institutions and companies remains unclear. To better understand this phenomenon, we perform a comprehensive review of empirical studies and theoretical essays (N = 93) exploring the application of neuroscience in an organization’s practices and leaders’ development. We conducted a systematic review using these references and built narrative arguments organizing understudied areas and defining a process to classify and integrate trends. The study is different from previous research in identifying groups of research areas such as the biological, brain, psychological, management, emotional, and cognitive approaches, as well as research topics such as culture, decision-making, engagement, ethics, and human development. Moreover, we suggest a theoretical framework comprising those approaches and the main research topics to stimulate the move of the field forward. The article contributes to the literature by organizing the state of the art of research and presenting neuroleadership as a construct. We conclude with suggestions for future research that we hope will address existing gaps and contribute to building relevant theories and policy recommendations.

Keywords

• Neuroleadership
• Self-management
• Engagement
• Decision-making
• Integrative review