Neuroleadership: Need for Fostering Empathy and Ensuring Cognitive Justice

Introduction

There has been a perceived dichotomy between the realms of business and ethics, with the prevailing belief that the former is primarily motivated by financial gain while the latter concerns itself with matters of compassion and morality. One perspective focuses on the concept of growth, while the other pertains to the various pathways to human satisfaction. The customary operation of profit mechanisms has historically governed the realm of business, resulting in the establishment of a hierarchical structure between managers and their subordinates. The manager demonstrated his hierarchical power and control over subordinates, a practice that is similarly observed in bureaucratic systems across other domains. In recent times, the business world has seen significant changes in response to many socio-political developments, including the rise of movements for equality and equitable representations, the increasing influence of globalization, and the growing recognition of pluralistic values. As a result, the organizational structures and practices within the business sector have also experienced a steady shift.

Lately, leadership practices are considered to be the physical manifestation of human actions, impacted by both tangible and social elements, and structured around common practical knowledge (Styhre, 2003). These practices involve regular activities and the changing dynamics of leadership, demonstrating a coordinated effort among participants who work together to build their own rules in order to achieve certain results (Raelin, 2016). The distinguishing feature of the Leadership-as-Practice (L-A-P) perspective is its focus on the collective aspect of leadership, which sets it apart from traditional approaches. It acknowledges that leadership is not limited to individual leaders, but rather arises from the relationships and experiences of all those involved. L-A-P regards persons who have an impact on leadership as an integral part of the practice, actively molding and being molded by it. The premise of leadership procedure, specifically within the framework of L-A-P, emphasizes that leadership is not exclusively determined by the characteristics and actions of individual leaders. It underscores the constantly changing and collaborative nature of leadership, illustrating the value of mutual understandings and collaborative activities. Through the examination of leadership as a practical discipline, one can get an in-depth understanding of its manifestation in daily encounters and the tangible forces that influence it.

The present article aims to map the decisive and crucial changes that have taken place in the realm of managerial leadership, specifically in the context of concepts of neuroleadership and ethics. This article argues that the traditional hierarchical model, characterized by a boss and subordinates, has been replaced with a contemporary notion of a more egalitarian work environment that emphasizes the recognition and appreciation of group contributions. Instead of assuming authoritative roles, leaders in the corporate realm have begun contemplating strategies to enhance their effectiveness. The article contends that this shift in mindset signifies a departure from traditional concepts of authority and becomes more complicated in the backdrop of neuroleadership. The prominent question arises that while neuroleadership itself caters to neither an ethical or unethical position but its objectives implicate the questions of appropriate application of empathy and cognitive justice on part of the leaders. Ochsner and Lieberman (2001) posit social cognitive neuroscience as a specialized branch of neuroscience that seeks to comprehend the social, cognitive, and neurological dimensions of human interactions. Neuroleadership, a concept that has its roots in cognitive neuroscience, has been pioneered by David Rock (Ghadiri et al., 2013). Neuroleadership seeks to enhance the domain of leadership by utilising insights from brain and neuro research (Gocen, 2021). In accordance with this, this article attempts to understand posits that what are the different attributes of managerial leadership that need to be relooked through the lens of neuroleadership? And how the as the notions of sustainable ethics, empathy, and demands of what Visvanathan (1997) terms as ‘cognitive justice’ can be attained by neuroleaders as managers.