Managing the impact of NeuroLeadership during organisational change.
Date
2016-12Citation:
Du Plessis, A. J., & Badenhorst, C. (2016, December). Managing the impact of NeuroLeadership during organisational change.Under New Management: Innovating for sustainable and just futures. 30th ANZAM 2016 (Ed.) (pp.1-12).Permanent link to Research Bank record:
https://hdl.handle.net/10652/3844Abstract
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.