Neuroleadership: Comparing Theories and Work Engagement

This report delves into the concept of neuroleadership, examining its significance in the 21st-century workplace. The study analyzes two articles, evaluating their thesis statements and comparing the neuroleadership theories presented. The first article emphasizes the role of neuroscience in shaping leadership practices and organizational behavior, highlighting four core domains: emotional regulation, change, collaboration, and decision-making. The second article focuses on the influence of neuroleadership on work engagement, linking human consciousness with the physical functioning of the brain. The report compares these theories, discussing their implications for employee motivation and organizational outcomes. The conclusion summarizes the importance of neuroleadership in influencing brain activities and shaping human behavior to ensure work engagement and better psychological contributions in the workplace. The report refers to the Engagemind framework and discusses the organizational, sociological, physical, and neurological dimensions, which facilitate standard business strategy.

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Abstract
In this study it has been identified that in the 21st century, neuroleadership has become an
important application for the work engagement. In order to increase the employee motivation in
the workplace, the neuroleadership can significantly promote the interrelationship between
human consciousness and the physical functioning process. The organization and employee
related aspects are being coved by neuroscience in which the brain processes are being
underlined. By continuing this, it can be said that here the physical, cognitive, mental and
emotional expression of the employees have been mentioned that can ensure their engagement
towards the organizational activities. In the particular study, it has been mentioned that in order
to influencing the brain activities and shaping human behavior, the neuroleadership implication
can be beneficial in ensuring the work engagement.
Key words: Neuroleadership, Physical cognitive, mental and emotional expression, Work
engagement, human consciousness and the physical functioning process.

Table of contents
Introduction......................................................................................................................................3
Body.................................................................................................................................................3
Analysis of thesis statement.............................................................................................................3
Comparison of neuroleadership theory............................................................................................6
Conclusion.......................................................................................................................................7
Reference and bibliography.............................................................................................................8

Introduction
Neuroleadership can be defined as the process that contributes in finding the neurosceientifc
knowledge that can promote better leadership (McDonald, 2018, p. 1360). In the other words
‘Neuroleadership is essentially focused on bringing the hard science to the social field of
leadership’(Zwaan, Viljoen & Aiken 2019, p. 2). In the year 2006, the concept of
neuroleadership has been introduced engaging the human being. In the 21st century,
neuroleadership has become an important application for the work engagement. In order to
increase the employee motivation in the workplace, the neuroleadership can significantly
promote the interrelationship between human consciousness and the physical functioning process
(Suppiah et al., 2019, p. 510). The purpose of this study is to critically analyze two articles and
find if the thesis statements of both the articles are justified or not. By continuing this the study
has compared the neuroleadership theory proposed in both the articles.
Body
Analysis of thesis statement
The first article ‘Neuroleadership: Sustainability research relevance into the 21st century’
regulated to the behavior and organization have bee has described about the present management
and leadership practices. The four core domains of neuroscience such as emotional regulation,
change, collaboration and influence and decision making can be considered as the important
elements that can strengthen the viability of the leadership theory (Lafferty & Alford 2010, p.
5). In terms of enhancing the credibility, the implementation of neoreoscience can bring the
benefits for theorists and ensure the sustainable relevancy in the 21st century. The thesis
statement has been developed depending on the sustainable relevancy of neurioleadership in

changing organizational behavior in 21st century. It is true that the neuroscientific knowledge can
contribute in influencing the leadership discipline followed in the organization. In order to
promote the management theory, the social cognition and cognitive neuroscience can encourage
the collaborative approach ion the workplace. Analyzing the four domains of the
neuroleadership, nature of decision making and problem solving have been identified as the
important state of brain that sign9ficantly reshapes the brain development process. The critical
component of innovation and creativity can be considered as the integral part in the problem
solving process. In order to provide better solution against a situation, the distinct part of brain
actively corresponds the analytic solution.
Emotion regulation is the second domain that contributes in managing the emotional intelligence.
Depending on the emotional regulation, the fundamentals of emotional intelligence get
examined. Here, modifying the situation, the strategic section can be developed. While
describing about the neuroleadership, significant interrelationship between social cognitive and
leadership has been identified, which is important for driving the social nature. In order to
demonstrate the brain activities, the comparison between physical and social pain has been done,
which it has been identified that social pain is much higher than the physical pain. Through the
social reputation, it becomes easier to generate the positive feedback that can be mandatory for
achieving some principles (Lafferty & Alford 2010, p, 4). Facilitating change is being
considered as the forth domain of neuroleadership, which it has been mentioned that people get
changed due to the shifting of their thinking process towards different feelings. In case of
pushing the mental activities, through the new evaluation process, powerful message can be sent.
Analyzing the future implication of the study, it has been identified that in order to sustain in the
field, developing the clear boundaries the differences between organizational theory,

psychological management and neuroscience should be identified. However, it is true that all the
four domains can get overlapped while implementing those in different management field. In that
case, implication of the neuroleadership practice can help the organizations to implement the
strategic theories by parallel maintaining of the principles. However, it is true that it can be quite
difficult to say if the validation that is being provided through the neuroleadership can be
sustainable in the organizational field due to lack of integrative neuroscience model. Therefore, it
can be said that the thesis statement has not been properly met due to its uncertainty.
In case of the second article ‘The role of neuroleadership in work engagement’, the main theme
of the paper has been developed to determine the neuroleadership influences in case of
improving the work engagement process (Zwaan, Viljoen and Aiken 2019, p. 2). The article has
focused on understanding the human consciousness and linked it with the physical functioning
process of the brain. It is true that social interactions have become quite popular in the current
working field. It has been identified that integrated theoretical approach of neuroleadership has
contributed in exploring the work engagement process based on the human resource
development theoretical knowledge. Through the proper use of the integral theory, the study has
focused on generating the communication and it has clarified the gap between research and
practice. The particular article has also mentioned about the four dimensions related to the
neuroleadership process. Introducing the comprehensivbe theory building process the study has
focused on implementing the disciplines (Zwaan, Viljoen & Aiken 2019, p. 6). The
organization and employee related aspects are being coved by neuroscience in which the brain
processes are being underlined. By continuing this, it can be said that here the physical,
cognitive, mental and emotional expression of the employees have been mentioned that can
ensure their engagement towards the organizational activities. The article has mentioned about

the suitable interactive framework in which the human resource developers can significantly
understand the work engagement aspects. Analyzing the literature review section, it has been
identified that mentioning about the behavior and consciousness, work engagement of employees
as well as brain functioning process has been mentioned. In the positive work place environment,
the human brain can support the behavioral intention that can contribute in driving the human
emotion. Therefore, it can be said that the thesis statement introduced in the article has been
properly justified.
Comparison of neuroleadership theory
The first article has explained about the leadership theory and its relationship with the human
brain activities. It has been identified that viability of leadership theory significantly get
influenced by the dour domains of the neuroleadership theory. In the 21st century, change has
become the constant factor in management operation, in this situation, the particular theoretical
implication can significantly enhance the credibility. The brain activities significantly influence
the psychological behavior of people. Depending on the different social context, the management
theory can significantly get influenced by the psychological state of human. It is true that the
nature of neuroscience can get influenced by the cognitive psychology that can influence the
management behavior in the 21st century (Lafferty & Alford 2010, p. 8). As per this
neuroleadership theory, the organizational transformation process as well as mindful change can
be introduced through the understanding of the psychological nature of the brain. By continuing
this, the particular neuroleadership theory offers different kind of social validation process that
can get influenced based on the interactive approach adopted in the workplace.
In this second article, integral theory has been mentioned for mentioning the core truth of the
leadership functioning process. Integral theory of leadership can significantly explore the

neuroleadership practices in ensuring the work engagement process. On the other hand, the
research theory has been developed based on the general method of theory building process. In
this paper formulating the best idea for discipline, the issues are being solved in the relevant
business context (Zwaan, Viljoen & Aiken 2019, p. 3). In order to enable the study in this
particular context, the research theory has tried to understand four important dimensions such as
organizational, sociological, physical and neurological dimensions. In order to bring the
knowledge based on the organizational behavior, this theory has facilitated standard business
strategy. In this article, the Engagemind framework has been utilized for implementing the
integrative application approach that can properly generate positive growth in the workplace.
Therefore, it can be said that in both the cases, improvising the organizational behaviors the
significance of neuroleasdership has been mentioned which is very important contributor for
shaping the brain activities of human. It helps to properly maintain the leadership theoretical
implication by maintaining the management disciplines in the workplace.
Conclusion
In this study, it can be concluded that neuroleadership has become the popular concept in the
management field that is being used for shaping the behavior of individuals. In the particular
study, it has been mentioned that in order to influencing the brain activities and shaping human
behavior, the neuroleadership implication can be beneficial in ensuring the work engagement.
The knowledge of neuroscience can promote the better psychological contribution in the
workplace that can help the human resource department to generate the better outcome.

Reference and bibliography
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McDonald, P., (2018). Sustainability management: research insights from social cognitive
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