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Neuro leadership

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Leadership & Neuro Activities

Published in: Business
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Neuro leadership

  1. 1. NeuroLeadership: Neuroscientific knowledge to the areas of leadership development
  2. 2. Agenda Chapter One: Introduction Chapter Two: Leadership in next decade Chapter Three: Neuroscience, human thought, emotion, and behavior Chapter Four: NeuroLeadership, closes the gap between goals and practices. Chapter Five: Conclusion & Recommendation 2To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  3. 3. Chapter One: Introduction Research problem • Leadership is organizing a group of people to achieve a common goal. • Neuroscience is the scientific study of the nervous system. • Neuroleadership, is focused on bringing neuroscientific knowledge into the areas of leadership development. • Aim of the study to know how to improve the quality of leaders and how to measure outcomes of this improvement. Importance of the study • Try to have the most accepted definition of leadership in the world of business. • Recent developments within neuroscience have given us the ability to shed some new light on how the brain functions in real time. • It may provide the missing link between leadership behavior and leadership development. Research Questions • What is the job description of Leadership compared to Manager? • What are major traits to have excellent predictors of leadership emergence? • How to improve the quality of leadership? • Why neuroscience was emergence and what are added values to business? • Can Neuroleadership reach us with perfect leader with high quality leadership? 3To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  4. 4. Chapter Two: Leadership in next decade  Organization main pillar of success is the success of leadership.  It is important to clarify the difference between leadership and management. Even it is agreed among researchers and authors that they are different concepts, these two terms are often confused and frequently used interchangeably. 4To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  5. 5. Leadership is influencing a group of people to follow the one who lead, while management focuses on maintaining systems and processes Doing the right things is by leaders and doing things right is by managers Leadership is more of a style that is vision and action oriented. The leader seeks the questions while the manager seeks the answers J. Maxewell W.Bennis Gaither 5To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  6. 6. You get promoted for your management skills – the hard skills. Leadership is the soft skills - vision, working together, motivation, building trust among the players, ethics Good manager scope is based on planning, organization, controlling, and problem solving. Leadership is about establishing orientation, directing people, motivating and inspiring others. Frequently no such distinctions between two terms. So they defined leadership as influencing a group toward the achievement of a vision or set of goals. J. KotterD. Rubin S. Robbins 6To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  7. 7. There are still no generally agreed definitions, no clear understanding to what distinguishes leaders from non-leaders, effective leaders from ineffective leaders and effective organizations from ineffective organizations. Leadership development and succession planning will be the priority issue of the next decade S. Badshah Jay Conger 7To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  8. 8. Behavioral and Traits description of Leadership  Search for heritable attributes that differentiated leaders from non-leaders and explained individuals’ effectiveness as leaders  Critiques of the leader trait paradigm prompted scholars to look beyond leader traits and consider how leaders’ behaviors predicted efficiency. 8To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  9. 9. Effective leadership has two primary behavior dimensions: Leaders' behavior may either have a primary focus on influencing people to attain goals by directives (task behavior) or by supporting an employee (relationship behavior). A leader who displays task behavior engages in one-way communication; and tells the follower what do where, when, and how; and then closely supervises. Words associated with task behavior are structure, control, and supervise. A leader who displays relationship behavior engages in two way communications, provides support, encouragement and listens, facilitates interaction, involving the follower in decision making. words associated with relationship behavior are praise, listen, and facilitate. 9To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  10. 10. How to improve the quality of leadership Welch's 4E leadership framework • Energy • Energizers • Edge • Execute Mourkogiannis four actions you need to stay on track • Think • Inspire • Mobilize • Empower 10To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  11. 11. Styles of Leadership Transactional Leadership, perfectly apply goals Transformational Leadership, vision to achieve success Destructive Leadership Behavior 11To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  12. 12. Chapter Three: Neuroscience, human thought, emotion, and behavior  Neuroscience, the study of the anatomy and physiology of the brain.  studying of the nervous system, improvements the understanding of emotion, human thought, and behavior.  neural science task is to explain behavior in terms of the activities of the brain.  It will help us to know how some people can form effective leadership relationships, and some not. It will also help us to know why some people can sustain their effectiveness and others cannot. 12To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  13. 13. Neuroscience added value to business  ‘Mind’ is a core aspect in case business and management. If you do not have a proper mind set, you may be setting yourself and your business up for a very long road.  Neuroscience clarifies how a leader’s brain works in a certain context or situation and why it works this way.  Why some people resist certain types of leaders but accept others. 13To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  14. 14. Learning how the nervous system develops and functions normally  One of the things that the neuroscientist has confirmed is that the prefrontal cortex (that is at the front of the brain above and behind the eyes) is the ‘executive’ brain area.  Neural circuits are defined as the primary components of neural systems that process precise types of information.  Neural systems include neurons and circuits in a number of discrete anatomical locations in the brain. These systems sub serve one of three general functions: 1. Sensory systems is demonstrating information about the state of the organism and the environment it is part of. 2. Motor systems generate and organize actions. 3. Associational systems link the sensory and motor sides of the nervous system, providing the basis for “higher-order” functions such as attention, perception, emotions, cognition, rational thinking, and further complex brain functions that lie at the principal of understanding human beings, the history and the future. 14To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  15. 15. Three Fundamental discoveries about how the brain works. 15To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  16. 16. Chapter Four: NeuroLeadership, closes the gap between goals and practices.  NeuroLeadership is the art of synchronizing the science of the brain with leadership behaviors offering best effecting real change in a leader and within an organization.  It is a new field exploring the processes within the brain that underlie or influence human decisions, behaviors, and interactions in the organization and workplace.  Importance of neuroleadership is in the understanding the impact that our emotions and behaviors – and the behaviors of those around us – has on our success and failure.  Creating awareness of the scientific underpinnings of human behavior - drawing on neuroscience, brain-scans, and other data - opens the change doors. Particularly, the key to initiate change is focused attention. 16To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  17. 17. Aspiring Coaching Guru The catchy term was coined 2006 by David Rock, who has been importing notions from neuroscience to help explain managerial behavior. Rock group is a growing group of people connecting the two fields. From Arizona state University and Emory University, the business school professors are working with neuroscientists to use electroencephalograph (EEG) machines and fMRI to study the brain waves or images of executives rather than those of traditional under graduates 17To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  18. 18. Use of EEG and fMRIs to study how brains make decision  Research and discovery in neuroscience has exponentially blossomed over the last decade or so because of the discovery and development of electroencephalography (EEG) and functional Magnetic Resonance Imaging (fMRI) machines.  These are parts of scanners and other tools of the medical trade that monitor and measure brain activity precisely, so that piece by piece neuroscientists can accurately map what does what, how and where in the brain.  Lying in an fMRI machine, the member cannot move, but via a basic monitor and keyboard he can see images or read words or phrases and communicate back to the researcher. The machine monitors the brain activity and from this maps can be made on how the sensory data is processed. 18To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  19. 19. fMRI Machine  fMRI has become a method of choice in the decision neuroscience literature because it has superior spatial resolution and it is a noninvasive approach that is able to precisely localize a subject’s activated brain areas 19To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  20. 20. NeuroLeadership new process of leadership  Neuroleadership is considered as an emerging field of study focusing on bringing neuroscientific knowledge into the areas of leadership development, management training, change management, education, consulting and coaching.  The neuroleadership effort is proposed to help individuals and organizations fulfill their potential through better understanding how the human brain functions at individual, team and systemic levels. 20To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  21. 21. The four domains of NeuroLeadership  We will study the domains of NeuroLeadership determining how neuroscience is informing some of key leader functions; we will define the following four key functions: Decision- making and problem- solving Emotion regulation Collaboration and influence Facilitating Change 21To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  22. 22. Chapter Five: Conclusion & Recommendation  To be an effective leader planning to change, it is important to understand threat and reward responses to help leaders.  The brain is highly plastic. Neural connections can be re-formed, new behaviors can be learned, and even entrenched behaviors can be modified at any age. 22To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  23. 23. Chapter Five: Conclusion & Recommendation  Leader is so difficult: your every word and glance is freighted with social meaning.  Brain is a very complicated system. Future dreams are to understand how each part of the brain works, and how we can control it to improve human social activities and business. 23To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  24. 24. How Far Can You Go? 24To: Dr. Abdel Moneim El-SaidBy: Ahmad Hamza
  25. 25. SPECIAL THANKS TO DR. ABDEL MONEIM EL-SAID By: Ahmad Hamza To: Dr. Abdel Moneim El-Said 25

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