AKADEMIA WOJSK LĄDOWYCH
imienia generała Tadeusza Kościuszki
BIBLIOTEKA
OŚRODEK INFORMACJI NAUKOWEJ, BIBLIOGRAFICZNEJ i PATENTOWEJ
ZESTAWIENIE TEMATYCZNE
NEUROPRZYWÓDZTWO
NEUROLEADERSHIP
Zasięg chronologiczny: 2001 - 2017
Zasięg językowy: angielski, niemiecki, polski
Wykaz wykorzystanych źródeł:
Academy of Management Annual Meeting Proceedings, Academy of Management Perspectives,
Brain Research, Contemporary Education, Employment Relations Today (Wiley), Human
Relations, International Journal of Contemporary Management, Ivey Business Journal Reprints,
Leadership Excellence Essentials, Leadership Quarterly, MIS Quarterly, Neuroleadership
Journal, Organizacja i Kierowanie, People & Strategy, Polska Zbrojna, Reclaiming Children &
Youth, Ricerche Di Psicologia, Rotman Management, SAM Advanced Management Journal, State
Legislatures, strategy+business, TIP: The Industrial-Organizational Psychologist, Wiley
Interdisciplinary Reviews: Cognitive Science
Rodzaj wykorzystanych źródeł: artykuły, rozdziały, wydawnictwa zwarte
Ilość pozycji, stron: 47, 16
Data opracowania: styczeń, 2018
Opracowujący: M. Sendecka
WROCŁAW 2018
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1. Brain-Based Leadership / Paul Kussrow // Contemporary Education. - 2001, vol. 72, no.
2, p. 10. ISSN 0010-7476
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Academic
Search Complete : http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=6432715&lang=pl&site=eh
ost-live
Abstract: Focuses on the association of leadership in the human brain. Application of
leadership from neurosciences; Use of magnetic resonance imaging machine in processing
information into the brain; Processes of human learning.
2. Das SCARF-Modell als Ansatz fur zukunftsfahige Managementkonzepte : Darstellung
des SCARF-Modells und Entwicklung eines Fragebogens zur Evaluation von
Fuhrungskraften im Kontext dieses Neuroleadership-Ansatzes / S. Ronft. - Munchen:
GRIN Verlag GmbH, 2012. ISBN 9783656161721 ; e-ISBN 9783656161486 [przeglądany 24.01.2018]. Dostępny fragment w : https://www.grin.com/document/191344Usługi
3. Decision neuroscience : neuroeconomics / David V. Smith, Scott A. Huettel // Wiley
Interdisciplinary Reviews: Cognitive Science. - 2010, Vol. 1, Issue 6, pp. 854-871.
e-ISSN 1939-5086.
[przeglądany 24.01.2018]. Dostępny w :
http://onlinelibrary.wiley.com/doi/10.1002/wcs.73/full
Abstract: Few aspects of human cognition are more personal than the choices we make.
Our decisions-from the mundane to the impossibly complex-continually shape the courses
of our lives. In recent years, researchers have applied the tools of neuroscience to
understand the mechanisms that underlie decision making, as part of the new discipline of
decision neuroscience. A primary goal of this emerging field has been to identify the
processes that underlie specific decision variables, including the value of rewards, the
uncertainty associated with particular outcomes, and the consequences of social
interactions. Recent work suggests potential neural substrates that integrate these variables,
potentially reflecting a common neural currency for value, to facilitate value comparisons.
Despite the successes of decision neuroscience research for elucidating brain mechanisms,
significant challenges remain. These include building new conceptual frameworks for
decision making, integrating research findings across disparate techniques and species, and
extending results from neuroscience to shape economic theory. To overcome these
challenges, future research will likely focus on interpersonal variability in decision making,
with the eventual goal of creating biologically plausible models for individual choice.
4. Decyzje ekonomiczne i społeczne z perspektywy pogranicza neuronauk oraz nauk
o zarządzaniu / Ryszard Stach, Anna M. Popek // International Journal of Contemporary
Management. - 2013, Numer 12(2), pp. 48-57. ISSN 2449-8939.
[przeglądany 24.01.2018]. Dostępny w :
http://www.ejournals.eu/ijcm/2013/12(2)/art/5312/
Abstrakt: Dzięki rozwojowi najnowszych metod neuroobrazowania mózgu pojawiła się
możliwość ich wykorzystania do pogłębienia wiedzy z innych gałęzi nauki, w tym nauk o
zarządzaniu. Artykuł zawiera podsumowanie najnowszych badań z pogranicza neuronauk
oraz zarządzania. Zostały w nim wnikliwie opisane przede wszystkim dane dotyczące
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decyzji ekonomicznych oraz decyzji społecznych, których przesłanki wynikają ze sposobu
funkcjonowania konkretnych obszarów mózgu.
5. Defining neuroleadership as a field / A. Ringleb, D. Rock // Neuroleadership
Journal. - 2009, no. 2, pp. 78-84
[przeglądany 24.01.2018]. Dostępny w :
https://kupdf.com/download/david-rock-defining-neuro-leadership-as-a-
field_5a112ac0e2b6f5d33472c5cf_pdf
6. Executive Advantage - Resilient Leadership for 21st-Century Organizations / Jacqui
Grey. - Kogan Page Publishers, 2013. ISBN 978-1-62198-506-8 ; 978-0-7494-6828-6
Abstract: The pressures on executives to succeed, both internal and external, are intense.
They are constantly fighting to make sense of their changing worlds and to make the right
decisions for themselves, their teams and their business. Executive Advantage gives
ambitious leaders the powerful strategies they need to become authentic 21st century
leaders. It makes sense of the complexities faced by organizations, especially in the face of
aggressive growth or, conversely, recession and downsizing. Any change presents
challenges and it's the leader's role to tackle these head on. Understanding human needs,
and the consequences of not meeting these needs, is key to effective handling of change,
conflict and executive 'gremlins', the barriers and sticking points that can get in the way of
optimal business performance. Leadership expert Jacqui Grey presents a 10 step solution
for leaders who are looking to make a real difference in their business.
Chapters: 00: Introduction; 01: Resilience under fire - Executive Gremlins are derailing your
business; 02: The secret weapon!; 03: Your reality is not their reality; 04: The Executive Advantage
10-Step Solution for Resilient 21st-century Leaders (c); 05: Neuroleadership and the 10-Step
Solution; 06: Women on the edge; 07: The rot starts at the top; 08: The Executive Advantage 21st-
century Solution for Organizations.
7. Goal pursuit in education using focused action research / Eileen Piggot-Irvine.
- Palgrave Macmillan, 2015. - 111 s. ISBN 978-113750512-5 ; 978-113750511-8
[przeglądany 24.01.2018]. Dostępny w :
https://doi.org/10.1057/9781137505125
Keywords: Neuroleadership, Neuroscience, Research on the Rationale for Goal Purs
Abstract: This book is written in response to escalating international research showing the
importance of alignment and focus of goals in education. However, I am painfully aware
that not everyone, including myself, finds it easy to focus on goals through to full pursuit.
This pain has led me to create a simple approach to goal pursuit fitting my own inclinations
favoring depth of development, lift in performance, and a fascination with a collaborative
action research approach to improvement. The book is important for all in education given
that goals are integral to strategic and team planning, individual performance review, and
focus for learning and development. It is written in a practical, readable way but is
theoretically informed so would appeal to scholars, scholar-practitioners, and practitioners.
It introduces new thinking on neuroscience and neuroleadership linked to goals. Multiple
practical, downloadable, tools for goal pursuit are provided as well as a case study showing
ow one school applied the model and tools.
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8. Handbook of NeuroLeadership / by David Rock, Al H. Ringleb. - CreateSpace
Independent Publishing Platform, 2013. - 586 pages. ISBN 9781483925332
Abstract: Neuroleadership is a new field of study drawing on the latest brain research to
improve the quality of leadership and leadership development. The field is based on the
neuroscience of four leadership activities: how leaders make decisions and solve problems,
regulate their emotions, collaborate with others and facilitate change. These four domains
provide a foundation for both research and education. The field emerged out of an
international summit in Asolo, Italy in 2007 and since then has continued to develop across
annual Summits around the globe and with the publication of a peer reviewed journal, along
with academic education and hundreds of student-led research projects. This edited volume
publishes original empirical studies as reviews of the literature in order to give the reader
easy access to the state of the art in NeuroLeadership. It brings together some of the most
important research published to date, drawing from the most influential papers published
in all the NeuroLeadership Journals between 2008 and 2013. This volume holds
contributions of 52 authors from 5 countries, representing some of the major neuroscience
laboratories around the world, including Columbia, Notre Dame, NYU and UCLA. Topics
include research on staying cool under pressure, the brain’s braking system, the SCARF
model, the neuroscience of engagement, the Healthy Mind Platter and many others. There
are also key discussion papers about the development of the field as well as several early
case studies on using neuroscience to improve leadership. Designed for executives,
organizational development, talent management, human resources and learning
professionals, as well as educators and students, this volume is a valuable resource for
getting up to speed on the core research in the field to date, and as a starting point for future
research and development.
9. How to Conduct a Functional Magnetic Resonance (fMRI) Study in Social Science
Research / Angelika Dimoka // MIS Quarterly. - 2012, Vol. 36, Issue 3, Pages 811-840
Keywords: fMRI, decision neuroscience, neuroIS, brain imaging
Abstract: This research essay outlines a set of guidelines for conducting functional
Magnetic Resonance Imaging (fMRI) studies in social science research in general and also,
accordingly, in Information Systems research. Given the increased interest in using
neuroimaging tools across the social sciences, this study aims at specifying the key steps
needed to conduct an fMRI study while ensuring that enough detail is provided to evaluate
the methods and results. The outline of an fMRI study consists of four key steps: (1)
formulating the research question, (2) designing the fMRI protocol, (3) analyzing fMRI
data, and (4) interpreting and reporting fMRI results. These steps are described with an
illustrative example of a published fMRI study on trust and distrust in this journal (Dimoka
2010). The paper contributes to the methodological literature by (1) providing a set of
guidelines for designing and conducting fMRI studies, (2) specifying methodological
details that should be included in fMRI studies in academic venues, and (3) illustrating
these practices with an exemplar fMRI study. Future directions for conducting high-quality
fMRI studies in the social sciences are discussed.
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10. Identifying and managing the impact of NeuroLeadership during organisational change
/ Casper Badenhorst. - An unpublished thesis submitted in fulfilment of the
requirements of the Master of Business, in the Department of Management &
Marketing, Faculty of Creative Industries & Business at Unitec Institute of Technology,
New Zealand. - 2015. - 126 s.
[przeglądany 24.01.2018]. Dostępny w :
http://unitec.researchbank.ac.nz/bitstream/handle/10652/3124/Casper%20Badenhorst.pdf?sequ
ence=1&isAllowed=y
Permanent link to Research Bank record: http://hdl.handle.net/10652/3124
Keywords: leadership styles, change management, organisational change,
neuroscience, NeuroLeadership
11. Leadership and Neuroscience: Can We Revolutionize the Way That Inspirational
Leaders Are Identified and Developed? / David A. Waldman, Pierre A. Balthazard,
Suzanne J. Peterson // Academy of Management Perspectives. - 2011, Vol. 25, Issue 1,
Pages: 60-74
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Business
Search Complete: http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=59198450&lang=pl&site=e
host-live
Abstract: Recent advances in the field of neuroscience can significantly add to our
understanding of leadership and its development. Specifically, we are interested in what
neuroscience can tell us about inspirational leadership. Based on our findings, we discuss
how future research in leadership can be combined with neuroscience, as well as potential
neurofeedback interventions for the purpose of leadership development. We also consider
ethical implications and applications to management-related areas beyond leadership.
12. Leadership research and cognitive neuroscience: The state of this union / N. Lee, C.
Senior, & M. Butler // Leadership Quarterly. - 2012, vol. 23, no. 2, pp. 213-218. ISSN
1048-9843
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost -
Business Search Complete:
https://doi.org/10.1016/j.leaqua.2011.08.001
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=73761878&lang=pl&site=e
host-live
Abstract: Advances in cognitive neuroscience and other approaches to understanding
human behavior from a biological standpoint are only now beginning to filter into
leadership research. The purpose of this introduction to the Leadership Quarterly Special
Issue on the Biology of Leadership is to outline the organizational cognitive neuroscience
approach to leadership research, and show how such an approach can fruitfully inform both
leadership and neuroscientific research. Indeed, we advance the view that the further
application of cognitive neuroscientific techniques to leadership research will pay great
dividends in our understanding of effective leadership behaviors and as such, a future
symbiosis between the two fields is a necessity.
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13. Main Aspects of Company's Success: an Effective Leadership or the Ability to Manage
Employees' Emotions / Babanova, Yulia Vladimirovna, Dolinskaia, Anna Yuryevna,
Gorshenin, Vladimir Petrovich. W: Proceedings of the 27th International Business
Information Management Association Conference - Innovation Management and
Education Excellence Vision 2020: From Regional Development Sustainability to
Global Economic Growth, IBIMA 2016, Milan; Italy; 4-5 May 2016 / ed. K.S. Soliman.
- International Business Information Management Association, IBIMA, 2016. - p. 888-
893. ISBN 978-0-9860419-6-9
Keywords: effective leadership; neuromanagement; golden circle; neuroleadership
Abstract: Nowadays in our fast-moving world companies are looking for new ways how
to be competitive on the market. Some companies pay a great attention to the tangible assets
and technical capacity; others prefer to use innovative technologies and know-how. But
modern market conditions allow us to use all things mentioned above. Over the past 2
decades scientists have gained new insights about human behavior, which influence straight
to company's success. Brain scientists find out that to reach the best performance it is
necessary to pay great attention to employees behavior, emotions and motivation stimulus.
Neuromanagement is quite new scientific sphere of studying the capacity of the brain, but
the results of this study are very perspective. New methods, methodologies and programs
are established and can be used in real business sphere. Golden circle" by S. Sinek is one
of such new methods; it touches on the question of organizing the work not only separate
managers but the whole company. And this model is a real confirmation of triune brain.
14. Managing the impact of NeuroLeadership during organisational change / A. J. Plessis,
C. Badenhorst. W: 30th ANZAM 2016 Conference : Under New Management:
Innovating for sustainable and just futures. – Australia: University of Sydney, 2016.
- pp.1-12. ISBN 9780987596895
[przeglądany 24.01.2018]. Dostępny w:
http://unitec.researchbank.ac.nz/bitstream/handle/10652/3844/du%20Plessis%20%2b%20Bad
enhorst%202016.pdf?sequence=5&isAllowed=y
Keywords: Human Resource Management, NeuroLeadership, organisational change,
stress
Abstract: NeuroLeadership focuses on individuals in a social environment making
decisions and solving problems, regulating their emotions, collaborating with and
influencing others, and facilitating change; NeuroLeadership engages “people” and is
emerging with developments in research technologies providing researchers with the
ability to observe brain activity. During organisational change staff are unsure about their
job security; this stress factor can have a negative effect on the organisation; it is important
to manage stress as an important factor; it has to be addressed. By managing stress while
providing a better work environment and support, effective leadership will provide support
to staff to be able to perform more effectively. A quantitative research method included 12
organisations; key implications, recommendations and conclusions from the last sections.
15. Mapping Leadership Behaviors to NeuroLeadership Models : A NASA Case Study
(Vol. 4) / Christine Williams, Ruth Donde // NeuroLeadership Journal. - 2012, Issue 4,
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s. 3-21. ISSN 2200-8535 [przeglądany 24.01.2018]. Dostępny w: http://www.christinerwilliams.com/pdf/MappingLeadershipBehaviorstoNeuroleadershipMode
ls.pdf
16. Metody neuroobrazowania mózgu w badaniach procesów podejmowania decyzji w
zarządzaniu / Agata Wawrzyniak, Barbara Wąsikowska // Organizacja i Kierowanie.
- 2016, nr 1, s. 49-63
[przeglądany 24.01.2018]. Dostępny w: Metody_neuroobrazowania_mozgu_w_badaniach_procesow_podejmowania_decyzji_w_zarzadza
niu.pdf (4.958MB)
https://depot.ceon.pl/handle/123456789/11209
Słowa kluczowe: neuronauka poznawcza, homo neuroeconomicus, neurozarządzanie,
rewolucja poznawcza
Abstrakt: Na przełomie lat 40 i 50 XX wieku miała miejsce tzw. druga rewolucja wiedzy
o poznaniu. Przyczyniła się ona bezpośrednio do powstania psychologii poznawczej,
rozwoju neurobiologii oraz narodzin neuronauki poznawczej i kognitywistyki. Nastąpił
gwałtowny rozwój technik i metod neuroobrazowania mózgu. Rozwój zaś tych technik i
metod umożliwił pogłębienie wiedzy z innych dyscyplin naukowych. W drugiej połowie
lat dziewięćdziesiątych XX wieku „rewolucją poznawczą” zainteresowali się ekonomiści.
Pojawiły się nowe dyscypliny naukowe takie jak: neuroekonomia, neurozarządzanie czy
neuromarketing. Celem artykułu jest wprowadzenie w tematykę neurozarządzania i
prezentacja wybranych metod neuroobrazowania mózgu stosowanych w zarządzaniu tj.
funkcjonalnego rezonansu magnetycznego oraz elektroencefalografii mózgu.
17. Mind full: recent brain research offers intriguing insights into leadership and decision-
making / Rall, Jaime // State Legislatures. - 2015, vol. 41, no. 7, pp. 34-37. ISSN 0147-
0641
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Academic
Search Complete : http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=108589970&lang=pl&site
=ehost-live
Abstract: The article discusses findings of recent brain research on the science of human
decision-making and its implications on state leadership and decision-making. Topics
discussed include multitasking as a myth with findings revealing brain seemingly designed
to focus only on one thing at a time and ignore the rest, importance of intuition in decision-
making, and need to gather diverse perspectives in making decisions, although the brain
struggles in taking in opposing viewpoints. INSETS: Big Strides in Brain
Science;Executive Function.
18. Mózg lidera : jak stać się efektywnym przywódcą dzięki najnowszym odkryciom
neurobiologii / Madeleine L. van Hecke, Lisa P. Callahan, Brad Kolar, Ken A. Paller ;
przekład Piotr Niedzieski. - Warszawa : Wydawnictwo Co&Me Publishing, 2017. - 313
s. : il. ISBN 978-83-936566-4-6
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Słowa kluczowe: przywództwo - aspekt psychologiczny ; uzdolnienia kierownicze -
poradniki
19. NeuroLeadership / Rock, D. // Leadership Excellence Essentials. - 2011, vol. 28, no. 8,
pp. 11-12. ISSN 8756-2308
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost -
Business Search Complete :
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=64439180&lang=pl&site=e
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Abstract: The article discusses the importance for leaders to address the social aspect of
the brain. According to the author, triggering threat responses will make the brains of
employees less efficient while reward responses make them more effective. The five social
qualities that allow leaders to avoid threat responses and encourage reward responses are
explained, namely, status, certainty, autonomy, relatedness and fairness (SCARF). The
implications of the SCARF model for leadership are tackled.
20. Neuroleadership – Grundlagen, Konzepte, Beispiele / Theo Peters, Argang Ghadiri.
- Wiesbaden: Gabler, 2011. ISBN 978-3-8349-2901-3.
[przeglądany 24.01.2018]. Dostępny w:
https://doi.org/10.1007/978-3-8349-6875-3
21. Neuroleadership - making change happen / Kiefer, Tobias // Ivey Business Journal
Reprints [serial online]. - May-June, 2011 [przeglądany 24.01.2018]. Dostępny w:
https://www.questia.com/magazine/1P3-2375192071/neuroleadership-making-change-
happen
Abstract: Embracing neuroleadership, which this author describes as art of synchronizing
the science of the brain with leadership behaviors, offers the best hope for effecting real
change in a leader and within an organization. That's because understanding
neuroleadership helps us understand the impact that our emotions and behaviours - and the
behaviours of those around us - has on our success and failure. Readers will learn the how
easy it is to weave the principles of neuroleadership into organizational learning and
development.
22. Neuroleadership - More Than Another Leadership Framework / T. Kiefer // People &
Strategy. - 2010, vol. 33, no. 4, s. 10-11. ISSN 1946-4606
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost -
Business Search Complete :
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=60391365&lang=pl
&site=ehost-live
Abstract: The author emphasizes the value of the field of neuroscience to leadership
training designs and approaches. He predicts that the field of study will further influence
leadership development in the future by providing improved data on human behavior. He
cites the effect of NeuroLeadership on training designs, including the importance of
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leadership programs. He describes NeuroLeadership as the conversion of the art and
science of leadership development.
23. Neuroleadership : A Journey Through the Brain for Business Leaders / Argang Ghadiri,
Andreas Habermacher, Theo Peters. - Berlin, Heidelberg: Springer, 2012. ISBN 978-
3-642-30164-3. Series Print ISSN 2192-8096.
[przeglądany 24.01.2018]. Dostępny w:
https://doi.org/10.1007/978-3-642-30165-0
24. Neuroleadership: empirische Uberprufung und Nutzenpotenziale fur die Praxis /
Rudiger Reinhardt (Editor). - Munchen: De Gruyter Oldenbourg, 2014. - XXV, 440 s.
ISBN 9783110362695
[przeglądany 24.01.2018]. Dostępny w:
http://d-nb.info/1047640503/04
25. Neuroleadership : Fremd- und Selbsteinschatzung des Fuhrungskrafteverhaltens in
einem mittelstandischen Unternehmen / Kathrin Schweizer. – Wiesbaden: Springer
Gabler, 2015. - 237 s. ISBN 978-3-658-08317-5
[przeglądany 24.01.2018]. Dostępny w:
https://doi.org/10.1007/978-3-658-08318-2
26. Neuroleadership: Grundlagen, Konzepte, Beispiele / T. Peters and A. Ghadiri.
- Wiesbaden: Gabler, 2011. - 179 s. ISBN 9783834929013 [przeglądany 24.01.2018]. Dostępny w: http://d-nb.info/1012961567/04
27. NeuroLeadership : Sustaining Research Relevance into the 21st Century / Christina L.
Lafferty, Kenneth L. Alford // SAM Advanced Management Journal. - Summer, 2010,
Vol. 75, Iss. 3. ISSN: 0036-0805
[przeglądany 24.01.2018]. Dostępny w:
http://www.freepatentsonline.com/article/SAM-Advanced-Management-
Journal/249797245.html
Abstract: Moving beyond the voluminous research on manage merit leadership that
focuses on psychology and behaviorism, the newest field of investigation,
NeuroLeadership, looks inside the brain to analyze what might affect leadership abilities.
MRI technology has provided the breakthrough, because it maps brain functions in real
time reacting to real stimuli. This paper discusses how neuroscience may affect four
domains of leadership: decision-making and problem-solving, emotion regulation,
collaboration and influence, and facilitating change. Of particular interest is the role of
stress and its influence on change, collaboration, and memory.
28. Neuroleadership 101: An Interview with David Rock / Karen Christensen // Rotman
Management. – Spring 2013, pp. 28-33. ISSN 1920-7441
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[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Business
Search Complete:
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ehost-live
Abstract: An interview with David Rock, founder of research organization
NeuroLeadership Institute Inc., is presented. Rock discusses the importance of moderate
stress, positive affect and a good night's sleep in order for the brain to function optimally.
He also discusses quiet leadership and the study by psychology professor David Creswell
which suggests that people who were disracted from what they are doing performed better
on a complex problem-solving task.
29. NeuroLeadership in 2014 (Vol. 5) / By Al H. Ringleb, David Rock & Chris Ancona //
NeuroLeadership Journal. - 2015, Issue 5, s. 1-27 [przeglądany 24.01.2018]. Dostępny w: https://www.researchgate.net/publication/272824419_Neuroleadership_in_2014
30. NeuroLeadership Institute, issuing body. Neuroleadership journal : breaking new
ground in our capacity to improve human and organizational performance. Asolo,
Italy NeuroLeadership Institute, 2008-. Published : Sydney, New South Wales, 2009-.
ISSN 2200-8535
[przeglądany 24.01.2018]. Dostępny w:
https://neuroleadership.com/research/journal/
31. Neuroprzywództwo, czyli perspektywa neuronauki w badaniu przywództwa / Grażyna
Urbanik-Papp. W: Zarządzanie projektami JUTRO : wyzwania w projektach
międzynarodowych / Wyższa Szkoła Europejska im. ks. Józefa Tischnera. - Kraków :
Wyższa Szkoła Europejska im. ks. Józefa Tischnera, 2015. - s. 47-57. ISBN 978-83-
60005-47-7
[przeglądany 24.01.2018]. Dostępny w:
http://www.wse.krakow.pl/pl/projekty-dla-otoczenia/uczelnia-dla-
gospodarki/gryf/aktualnosci/download/900_2c0ff3488c172fa49fc4ee58211d5b08
Słowa kluczowe: neuroprzywództwo, neuronauka, przywództwo, motywacja,
zaangażowanie, układ nagrody, układ kary, model SCARF
Podsumowanie: „W kwestii motywowania, neuroprzywództwo zdecydowanie oferuje
nową wiedzę. Działanie układu kary i nagrody oraz wynikający z niego model
SCARF/SPARU wnoszą nowe światło w teorie, tłumaczące zachowania ludzi. Z jednej
strony, pozwalają odnieść się do istniejących poglądów w tym obszarze, jak np. do
piramidy potrzeb Abrahama Maslowa lub badania kwestionariuszowego Stevena Reissa66,
dotyczącego ludzkich potrzeb i spojrzeć na nie z innej perspektywy. Natomiast z drugiej
strony, odpowiadają na pytania, które do tej pory nie były stawiane, np.: jakie procesy,
zachodzące w mózgu, odpowiadają za stan wysokiej i niskiej motywacji do pracy?, w jaki
sposób aktywować układ nagrody?, jak minimalizować pobudzanie układu kary lub jak
równoważyć je, jeżeli jest nieuchronne?, jak budować relacje społeczne w zespole, które
aktywują układ nagrody?, jak stworzyć neuronalny miernik zaangażowania?, jak miernik
zaangażowania wykorzystać na etapie edukacji szkolnej, aby zapewnić najlepsze warunki
do rozwoju liderów?”
11
32. Neuroscience and Leadership Development: An Interview With Dr. Marian Ruderman
and Dr. Cathleen Clerkin / M. Ward, B. Becker // TIP: The Industrial-Organizational
Psychologist. - 2014, vol. 52, no. 2, pp. 55-58. ISSN 0739-1110
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Academic
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Abstract: An interview with Marian Ruderman and Cathleen Clerkin, builders of
organizational neuroscience (ON) and members of the non-profit organization Center for
Creative Leadership (CCL), about the state of ON in CCL is presented. Ruderman explains
a project wherein they are looking to apply findings in neuroscience, positive psychology
and contemplative practices to leadership development. Clerkin mentions technology as
one of the challenges they encountered in their work related to biofeedback.
33. Neuroscience For Leadership And Work-Family Research - Theory & Research. / S.
Poelmans, L. Lapierre // Academy Of Management Annual Meeting Proceedings [serial
online]. - 2016, Vol. 2016, Issue 1, p. 1-1. ISSN 2151-6561 [przeglądany 24.01.2018]. Dostępny w: https://doi.org/10.5465/AMBPP.2016.15953symposium
Abstract: In the last few decades we have witnessed an exponential growth of
neuroscience research thanks to developments in brain imaging technology. Under the
impulse of neuroscience research new fields of study are being developed, refining
traditional theories with neuro-scientific evidence. Also the fields of leadership and work-
family research can profit from insights generated by the neurosciences (Goleman, Jack,
and Boyatzis (2013; 2014); Balthazard, Hannah & Waldman (2011; 2012; 2013), and Rock
& Ringleb (2015)). The work of these pioneers empirically demonstrates that management
scholars can profit from neural measures to provide additional information to existing
research methods to get a deeper insight into organizational behavior. In this symposium,
we offer a collection of five presentations, in order to inform scholars about some of the
inter-disciplinary theory, research, and challenges researchers face in advancing the
emerging field of neuro-leadership. The theoretical paper of Sipahi Dantas provides a
neuroscience-based framework for understanding social behavior and emotional
regulation. The theoretical paper of Poelmans & Stepanova introduces a neuroscience-
based model for regulating conflicts between work and family. The methodological paper
of Rubio et al. gives some deeper insight in the EEG measures that can be used in
neuroleadership research. The empirical paper of Sipahi-Dantas & Poelmans analyses 360±
feedback processes between managers and collaborators to extract three leadership
paradoxes and associated EEG patterns. Finally, the empirical paper of Poelmans, et al.
reveals how these same leadership paradoxes and EEG indicators can explain successful
negotiations between managers and collaborators requesting flexitime.
34. Neuroscience Provides Tools to Navigate the New Business Reality / Terry Hogan //
People & Strategy. - 2010, Vol. 33, Issue 4, p. 8-9. ISSN 1946-4606
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Business
Search Complete:
12
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&site=ehost-live
Abstract: The author comments on the significance of neuroscience to business. She notes
the role of the four domains of the field of NeuroLeadership in global leadership
development. She argues that there is no longer a difference between teaching business
skills or soft skills. She stresses the necessity for collaboration in light of the multiplexity
of an interconnected world.
35. Not quite a revolution: Scrutinizing organizational neuroscience in leadership studies /
Dirk Lindebaum, Mike Zundel // Human Relations. – 2013, vol. 66, no. 6, p. 857-877.
ISSN: 0018-7267
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost -
Business Search Complete:
https://doi.org/10.1177/0018726713482151
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Abstract: Several provocative studies on organizational neuroscience have been published
of late, many in the domain of leadership. These studies are motivated by the prospect of
being able to better explain what causes and constitutes ‘good’ leadership by examining
brain activity. In so doing, these studies follow an established path in organizational
research that seeks to reduce complex social phenomena to more basic (neurological)
processes. However, advocates of organizational neuroscience reveal very little about the
fundamental problems and challenges of reductionism. Therefore, our aim in this article is
to scrutinize the reductionist assumptions and processes underlying the fast-evolving
domain of organizational neuroscience as it is applied to the study of leadership. We
maintain that without explicit consideration of, and solutions to, the challenges of
reductionism, the possibilities to advance leadership studies theoretically and empirically
are limited. In consequence, inferential ambiguities that flow from such insights run the
danger of informing organizational practice inadequately. Thus, we find suggestions that
we are at the brink of a neuroscientific revolution in the study of leadership premature, and
a sole focus on neuroscience, at the expense of insights from other social science
disciplines, dangerous.
36. Przez mózg do doskonałości / Bogusław Politowski // Polska Zbrojna. - 2017, nr 11, s.
68-70. ISSN: 0867-4523
37. Rola procesów fizjologicznych w kreowaniu liderów / Piotr Zieliński. W:
Przedsiębiorczość i zarządzanie w warunkach globalizacji [red. nauk. Elena
Mieszajkina]. - Lublin : Wydawnictwo Wyższej Szkoły Przedsiębiorczości
i Administracji, 2015, s. 314-326
38. Social cognitive neuroscience and leadership / Waldman, David A.; Balthazard, Pierre
A.; Peterson, Suzanne J. // Leadership Quarterly. - 2011, Vol. 22, Issue 6, Special Issue
SI, Pages 1092-1106. ISSN 1048-9843
13
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Business
Search Complete:
https://doi.org/10.1016/j.leaqua.2011.09.005
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Keywords: Social cognitive neuroscience, Leadership
Abstract: We provide an overview of how the emerging field of social cognitive
neuroscience can be linked to leadership theory and practice. A number of challenges are
addressed, including theory development, as well as technical, measurement and
methodological issues. In addition, we review recent leadership research that involves
neuroscience applications, as well as areas that are closely related to leadership, such as
emotional regulation and ethical reasoning and decision-making. Consideration is also
given to how neuroscience might inform leadership development processes. We conclude
with a discussion of the institutional challenges in conducting leadership research that
incorporates neuroscience, and we consider potential limitations of such applications.
39. The emerging field of NeuroLeadership / A. H. Ringleb & D. Rock // NeuroLeadership
Journal. - 2008, Issue 1, 3-19. [przeglądany 24.01.2018]. Dostępny w: https://www.researchgate.net/publication/292710947_The_emerging_field_of_neuroleadershi
p >HHJ: DC: (&&.
40. The neural substrates of probabilistic and intertemporal decision making / Bethany J.
Weber, Scott A. Huettel // Brain Research. - 2008, Vol. 1234, Pages 104-115
[przeglądany 24.01.2018]. Dostępny w:
https://doi.org/10.1016/j.brainres.2008.07.105
Abstract: Many important decisions involve outcomes that are either probabilistic or
delayed. Based on similarities in decision preferences, models of decision making have
postulated that the same psychological processes may underlie decisions involving
probabilities (i.e., risky choice) and decisions involving delay (i.e., intertemporal choice).
Equivocal behavioral evidence has made this hypothesis difficult to evaluate. However, a
combination of functional neuroimaging and behavioral data may allow identification of
differences between these forms of decision making. Here, we used functional magnetic
resonance imaging (fMRI) to examine brain activation in subjects making a series of
choices between pairs of real monetary rewards that differed either in their relative risk or
their relative delay. While both sorts of choices evoked activation in brain systems
previously implicated in executive control, we observed clear distinctions between these
forms of decision making. Notably, choices involving risk evoked greater activation in
posterior parietal and lateral prefrontal cortices, whereas choices involving delay evoked
greater activation in the posterior cingulate cortex and the striatum. Moreover, activation
of regions associated with reward evaluation predicted choices of a more-risky option,
whereas activation of control regions predicted choices of more-delayed or less-risky
options. These results indicate that there are differences in the patterns of brain activation
evoked by risky and intertemporal choices, suggesting that the two domains utilize at least
partially distinct sets of cognitive processes.
14
41. The neuroscience of leadership. [Doctorate by Public Works] / David. Rock. - London:
Middlesex University, 2010. - Available from Middlesex University’s Research
[przeglądany 24.01.2018]. Repository at:
http://eprints.mdx.ac.uk/7914/
Abstract: This doctorate summarizes 13 years of thinking, experimentation and research
into the issue of improving human performance. Specifically, the issue of how to drive
change in human performance, through conversation. This focused on non-clinical
populations, and generally with very high functioning people. My work initially focused
on the act of ‘coaching’. At its simplest, coaching is the ability of one person to enable
another to improve their performance. Through intensive observation, I built a coaching
model that enabled a significant improvement in people’s ability to facilitate behavior
change in others. The model was based on the realization that people needed the ‘aha’
moment for change to occur. An effort was made to understand how to best bring others to
their own insights. An approach was developed into a set of codified techniques and taught
to thousands of professionals worldwide, including inside large organizations. Through a
desire to understand the deeper mechanisms occurring in moments of insight, I became
fascinated with brain research. Initially focused on the neuroscience of insight, I soon
became interested in the neuroscience behind other mental experiences central to effective
workplace functioning, such as selfawareness, social skills, decision-making, and
emotional regulation. Because no formal body of knowledge existed that explained the
neuroscience underneath everyday work situations, I reached out to and was mentored by
specific neuroscientists. I soon saw value in creating a field of study that brought
neuroscience research into the field of coaching, leadership development and
organizational change. A new field of knowledge was created, called the Neuroscience of
Leadership, which is now being driven by an institute, an annual summit, a journal and
academic education. This thesis explores my 13-year learning journey, the key research
that was undertaken, the mentors who supported my learning and the publications I
produced. It finishes with a discussion about the development of the Neuroscience of
Leadership field, and the future of that field.
42. The Neuroscience of Leadership / by David Rock and Jeffrey Schwartz //
Strategy+Business. – 2006, Issue 43, Summer 2006
[przeglądany 24.01.2018]. Dostępny w:
https://www.strategy-business.com/media/file/sb43_06207.pdf
43. The Neuroscience of Leadership / David Rock, Jeffrey Schwartz // Reclaiming Children
& Youth. 2007, Vol. 16 Issue 3, p10-17. ISSN 1089-5701
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Academic
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Abstract: Success in any organization may depend on changing the behavior of
stakeholders to meet new challenges. But humans have brains designed to register change
as threat, and thus they often cling to old habits and mindsets. Recent breakthroughs in
brain research provide a fresh alternative to both behavioral and humanistic approaches to
organizational development. Neuroscience principles are now transforming leadership in
business enterprises, and these concepts have relevance to any organization or program.
15
44. The neuroscience of talent management / Sylvia Vorhauser-Smith // Employment
Relations Today (Wiley). – 2011, vol. 38, no. 1, pp. 17-22. ISSN 0745-7790
[przeglądany 24.01.2018]. Dostępny w sieci komputerowej AWL – baza EBSCOhost - Business
Search Complete :
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&site=ehost-live
Abstract: The article focuses on the impact of neuroscience in talent management. It
mentions that neuroscience has re-established the balance of cognition and helps talent
managers and leaders to learn on how to design and implement programs effectively and
bring out employee potentials aligned with their requirements. It discusses four key stages
in employee life cycle including talent acquisition, talent performance and talent
development.
45. The respect effect : how to use the science of neuroleadership to inspire a more loyal
and productive workplace / by Paul Meshanko. - New York : , 2013. – 240 s. ISBN:
9780071816090
Book Description: What does every employee want? In a word: RESPECTThe
best leaders are the ones who motivate employees to want to perform at the highest
level possible which is never accomplished with an iron-fist style of management.
46. Perchè la leadership generativa. Il contributo delle neuroscienze (Why generating
leadership. The contribute of neuroscience) / Michela Balconi, Giulia Fronda, Maria
Rosaria Natale, Enrico Rimoldi // RICERCHE DI PSICOLOGIA. – 2017, no. 3, s. 365-
383. ISSN 0391-6081
[przeglądany 24.01.2018]. Dostępny w:
https://doi.org/10.3280/RIP2017-003007
Keywords: Generative Leadership; Generative Organizational Systems; Social
Neuroscience; Neuroleadership; Decision-Making Autonomy; Interdependence
Abstract: During the last few years, the interest of management and organization
psychology has been characterized by the investigation on generative attitudes within
organizations; observing how companies promote generative relationships, which are
characterized by an openness towards the confrontation with the others, meant as a co-
execution of actions in order to achieve common goals. In this perspective, the latest
organizational operation of the companies abandons the classical vision of the organization
as deterministic, therefore characterized by a linear relationship between variables with
standardized corporate results, and requires the presence of an innovative leadership model
in which the organizational role is not covered by a person who exercises his authority over
others by imposing his own individual vision. Actually, the new leadership model, unlike
classical theories on the leader's figure, promotes and facilitates the evolution of interaction
behavior by creating conditions for the self-organization of the individuals and by creating
contexts that promote interconnections and mutual exchanges. The new position of
"generative" leaders values each component of the work team through a focus on "care",
improving relational effectiveness and promoting the decision-making autonomy of their
16
cooperators. Due to this new perspective in corporate contexts, the interest in neuroscience
has focused on the study of components that can favor a well-being environment, focusing
on leadership skills and relational dynamics.
47. Wpływ rewolucji poznawczej na nauki o zarządzaniu / Agata Wawrzyniak, Barbara
Wąsikowska. W: Poznanie, komunikacja i działanie. Mechanizmy integrujące i
separujące : X Zjazd Polskiego Towarzystwa Kognitywistycznego / red. A. Aloksa, K.
Kowalczyk-Purol. Szczecin: Wyd. ZAPOL, 2014. - s. 37-38
[przeglądany 24.01.2018]. Dostępny w: https://depot.ceon.pl/handle/123456789/11217
Słowa kluczowe: neuronauka poznawcza, neuromarketing, neurozarządzanie, rewolucja
poznawcza
Abstract: Na przełomie lat 40 i 50 XX wieku miała miejsce tzw. druga rewolucja wiedzy
o poznaniu. Przyczyniła się ona bezpośrednio do powstania psychologii poznawczej (1956
r.) oraz do rozwoju neurobiologii i narodzin neuronauki. Nastąpił gwałtowny rozwój
technik i metod neuroobrazowania mózgu. Rozwój zaś tych technik i metod umożliwił
pogłębienie wiedzy z innych dyscyplin naukowych. W drugiej połowie lat
dziewięćdziesiątych XX wieku „rewolucją poznawczą” zainteresowali się ekonomiści.
Pojawiły się nowe dyscypliny naukowe takie jak: […], neurozarządzanie czy
neuromarketing.