Managing the impact of NeuroLeadership during organisational change.
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Authors
Du Plessis, Andries
Badenhorst, Casper
Badenhorst, Casper
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2016-12
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Conference Contribution - Paper in Published Proceedings
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NeuroLeadership
neuroscience
organisational change
change management
human resources management (HRM)
stress
leadership styles
neuroscience
organisational change
change management
human resources management (HRM)
stress
leadership styles
ANZSRC Field of Research Code (2020)
Citation
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).
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.
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