Are your leaders brain-savvy, and why should you care?

Abstract

Purpose

This paper discusses the findings of a survey carried out to understand how employees perceived their leaders. The author was particularly interested in how brain-savvy leaders were – by this, is meant are leaders working in a way that is consistent with how the brain works? The author was interested in the question because she believes that working in a way that is consistent with how the brain works creates efficiency, productivity and engagement as well as improves the chances that change will be successful.

Design/methodology/approach

We surveyed 2,000 people by telephone. Respondents were based in the UK and consisted of public sector and private sector employees spanning across all industry sectors.

Findings

Our findings suggest leaders are failing to act in a way that is consistent with how the brain works. Less than 5 percent of UK employees said that their leaders were working in a brain-savvy manner and 24 percent said the leader in their organization was brain-fried, that is over stressed, a poor communicator and lacking personal connection.

Originality/value

Neuroscience, the science of how the brain works offers insight into the implications for HR in organizations. The science is pointing to a number of ways the brain responds, for example, perceiving threat over reward leading to avoidance and reductions in creativity and effective decision making, and the importance of relationships as a motivator and creating engagement. The science also points to ways HR can help create more brain-savvy leaders and businesses.

Citation

Hills, J. (2013), "Are your leaders brain-savvy, and why should you care?", Strategic HR Review, Vol. 13 No. 1, pp. 11-15. https://doi.org/10.1108/SHR-07-2013-0077