Examination of the neural substrates activated in memories of experiences with resonant and dissonant leaders

Boyatzis, Richard E.; Passarelli, Angela; Koenig, Katherine A.; Lowe, Mark J.; Mathew, Biji; Stoller, James K.; Phillips, Micheal D.

doi:10.1016/j.leaqua.2011.08.003

Cited by 111 publications

(89 citation statements)

References 96 publications

(113 reference statements)

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“…This category also includes articles investigated leader quality and behaviors using applications of social cognitive neuroscience to study the mechanisms of human brain in cognition, emotion and behavior such as studies with EEG, fMRI or somatic marker detection designs. (Representative articles: Boyatzis et al, 2012;Lee et al, 2012;…”

Section: Levels Of Analysis Global Ulpmentioning

confidence: 99%

Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

Dinh

Lord

Gardner

et al. 2014

The Leadership Quarterly

1,039

801

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Section: Levels Of Analysis Global Ulpmentioning

confidence: 99%

Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

Dinh

Lord

Gardner

et al. 2014

The Leadership Quarterly

1,039

801

View full text Add to dashboard Cite

“…For example, some of these studies investigate followers' neurological reactions to certain kinds of leadership style (e.g., Boyatzis et al, 2012). On the other hand, although relatively few in number, there are some leadership-related studies which focus on stable differences between individuals in terms of brain structure, and these are therefore relevant to our review.…”

Section: Neuroscience and Leadershipmentioning

confidence: 99%

“…Moreover, matching effects may go beyond individual psychological differences. For example, leaders' coherence in the right frontal area of the brain may impact outcomes positively or negatively, depending on the followers' coherence in the same area of the brain (Boyatzis et al, 2012). It may, for instance, lead to positive effects but only if followers have high coherence in the same part of the brain.…”

Section: Proximal Predictors Of Leadership: Leader Behaviors and Follmentioning

confidence: 99%

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Tunçdoğan

Acar

Stam

2017

The Leadership Quarterly

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“…Although there are different categorizations of leadership (25,(46)(47)(48)(49)(50)(51)(52)(53)(54)(55)(56)(57)(58)(59)(60), the majority of classifications systems include some aspects of Goal-oriented leadership which emphasizes the accomplishment of task objectives (11,12). Therefore, the current task was specifically designed to assess the goal-oriented aspect of leadership.…”

Section: Leadership Measures Collected At the End Of Stagementioning

confidence: 99%

“…Finally, the key estimate of the probability of leading generated from our combined PT and optimal categorization model correlated with activity in the Anterior Insula (aIns), a well-established integration hub proposed to combine internal and external states, together with estimated option values, to inform choice (60,61,(115)(116)(117)(118)(119).…”

Section: Model Fit Valuementioning

confidence: 99%

Computational and neurobiological foundations of leadership decisions

Edelson

Polanía

Ruff

et al. 2018

Science

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Decisions as diverse as committing soldiers to the battlefield or picking a school for your child share a basic attribute: assuming responsibility for the outcome of others. This responsibility is inherent in the roles of prime ministers and generals, as well as in the more quotidian roles of firmmanagers, schoolteachers, and parents. Here we identify the underlying behavioral, computational, and neurobiologicalmechanisms that determine the choice to assume responsibility over others. Leaders must take responsibility for others and affect the well-being of individuals, organizations, and nations. We identify the effects of responsibility on leaders' choices at the behavioral and neurobiological level and document the widespread existence of responsibility aversion, i.e., a reduced willingness to make decisions if the welfare of others is at stake. In mechanistic terms, basic preferences towards risk, losses and ambiguity do not explain responsibility aversion which, instead, is driven by a second-order cognitive process reflecting an increased demand for certainty about the best choice when others' welfare is affected. Finally, models estimating levels of information flow between brain regions processing separate choice components, provide the first step in understanding the neurobiological basis of individual variability in responsibility aversion and leadership scores. We identify and characterize the computations and neural mechanisms underlying choices to lead. This file includes:Hyperlinked Table of Contents Materials and Methods Supplementary ResultsFigs. S1 to S8 Tables S1 to S7 References and notes Appendix S1Appendix S22 Participants and sample size determination.We conducted the experiment with two separate samples of participants -marked throughout the manuscript as original and fMRI replication groups. The difference between the groups was that the latter performed the delegation task in the MRI scanner. Previous laboratory experiments on individual versus group decision making have typically used between 30-50 participants (37-39).Power calculations (40) based on the aforementioned studies average effect sizes suggested a stopping criterion of 40 participants as a reasonable estimate to ensure a statistical power of 0.8 (with an alpha level of 0.05). We thus recruited 40 participants for the original group (21 females; age 25.7 ± 0.66 standard error of the mean). In the fMRI replication group, we added, a priori, four additional participants (constituting one unit of participants, see below, resulting in 44 participants; 25 females; age 23.5 ± 0.43). This was done in anticipation of some minor data loss due to issues such as excessive head movement in the scanner, and because the minimum experimental session size could not be under eight participants (see task design below). The data for three participants were not fully collected (two participants failed the test quiz assessing comprehension of the instructions and one participant did not show up for the second stage), resulting in a fi...

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Examination of the neural substrates activated in memories of experiences with resonant and dissonant leaders

Cited by 111 publications

References 96 publications

Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Computational and neurobiological foundations of leadership decisions

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