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

host-live

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:

http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=102500802&lang=pl&site=

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

http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=60391363&lang=pl

&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.