Conclusion. Keeping the Human Side in Mind

James Teboul () and Philippe Damier ()
Additional contact information
James Teboul: INSEAD
Philippe Damier: Nantes University

Chapter Chapter 12 in Neuroleadership, 2023, pp 149-152 from Springer

Abstract: Abstract Leadership training cannot ignore the functioning of the brain and its flaws. It is about time we acknowledged our emotional intelligence or recognized our natural inclinations and biases in our daily behaviors. We have described two leadership models that have served as reference points, at the two ends of the range of most observed practices. The fixed model is the one on which leaders easily fall back when they just exercise power over people who remain passive and obey. At the other end, the creative model mobilizes actors to cooperate and innovate when leaders follow a much harder and disciplined process that motivates people and creates the proper cultural context. We conclude that the relational culture should be put back at the heart of things to give collaborative and creative leadership the place it deserves. There is no happy leadership unless we are determined to reach it through collaboration, with application and discipline.

Date: 2023
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-99-5122-2_12

Ordering information: This item can be ordered from
http://www.springer.com/9789819951222

DOI: 10.1007/978-981-99-5122-2_12

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().