Neurofeedback in the workplace

Massaro, Sebastiano

doi:10.1097/mrr.0000000000000119

Cited by 17 publications

(2 citation statements)

References 25 publications

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“…Therefore, cognitive neuroscience can explain explicit and implicit attitudes and behaviours that determine decision-making (González-Esteban, 2016 ). Neuroleadership studies have even advanced to brain-computer interface studies (Massaro, 2015 ). Neuro-leaders manage their institutions by establishing a management strategy based on brain-based findings.…”

Section: What Role Can Neuroleadership Play In Happiness Management?mentioning

confidence: 99%

Neuroleadership: a new way for happiness management

Ruiz-Rodríguez

Ortiz‐de‐Urbina‐Criado

Ripoll

2023

Humanit Soc Sci Commun

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In a post-pandemic era, managers and leaders have a role to enable the changes needed to make workplaces happier and more productive. This paper aims to analyse the role of neuroleadership in the application of happiness management. Two research questions are proposed: what do we know about neuroleadership? and what role can neuroleadership play in happiness management? A mixed methodology is applied. A bibliometric technique is used to identify the main topics studied in neuroleadership. An in-depth analysis and logical reasoning are applied to propose a neuroleadership research roadmap and to present some research pathways for neuroleadership for happiness management. A neuroleadership research roadmap is proposed, considering the approaches, practices/actions, and purposes. It is observed that the consideration of the management of emotions and cognitive processes in the work environment is attracting interest to develop a leadership focused on making better workplaces. A new line of action focused on the management of happiness is emerging. In addition, neuroleadership is presented as a new way of understanding management. Their combined application can mark a before and after in business management, and for that, a proposal of future research lines and questions is developed. This paper presents four future research pathways—perspectives, reasons, adoption and implementation, and results—for studying neuroleadership for happiness management.

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Section: What Role Can Neuroleadership Play In Happiness Management?mentioning

confidence: 99%

Neuroleadership: a new way for happiness management

Ruiz-Rodríguez

Ortiz‐de‐Urbina‐Criado

Ripoll

2023

Humanit Soc Sci Commun

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“…That said, less intrusive methods of brain activity alteration, programs based on EEG-guided neurofeedback, are already in use. 17,18 In such programs, participants watch a display of their EEG activity and are taught behavioural strategies to maintain this activity in desired patterns. Although an extensive discussion is outside the scope of this article (see Sitaram et al's recent review), 19 we note a few important points: (1) the behaviours trained with neurofeedback should be chosen carefully to reflect skills needed within a real workplace environment, (2) resulting neuroplasticity can be reversible or may not always couple to desired behavioural changes, and (3) clinical and business applications of expensive and advanced technologies are particularly susceptible to placebo effects, rendering them easily exploitable.…”

Section: Improving Leadership Skillsmentioning

confidence: 99%

Neuroleadership: Themes and limitations of an emerging interdisciplinary field

Kuhlmann

Kadgien

2018

Healthc Manage Forum

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The relationship between brain and behaviour has perplexed philosophers and scientists since the time of the ancient Greeks. Recent technological advances have allowed neuroscience to flourish, alongside growing romanticism that reductionist studies will allow us to understand complex interpersonal behaviours. Organizational cognitive neuroscience and neuroleadership are newly established interdisciplinary fields that use neuroscientific techniques to answer questions about behaviours within organizations. Neuroleadership aims to discover screening tools for good leaders, to improve leadership skills, and to identify unconscious factors affecting behaviour in hopes of improving management and leadership practices. Although proponents of neuroleadership are optimistic, if we know anything about the functions of the human brain and our interpersonal behaviours, it is that they are exquisitely complex and context dependant. Here, we briefly discuss the major themes emerging in the new field of neuroleadership and the limitations and potential consequences of applying findings from the field prematurely and with blind optimism.

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