Kylie Rochford

Antagonistic neural networks underlying differentiated leadership roles

The emergence of two distinct leadership roles, the task leader and the socio-emotional leader, has been documented in the leadership literature since the 1950s. Recent research in neuroscience suggests that the division between task-oriented and socio-emotional-oriented roles derives from a fundamental feature of our neurobiology: an antagonistic relationship between two large-scale cortical networks – the task-positive network (TPN) and the default mode network (DMN). Neural activity in TPN tends to inhibit activity in the DMN, and vice versa. The TPN is important for problem solving, focusing of attention, making decisions, and control of action. The DMN plays a central role in emotional self-awareness, social cognition, and ethical decision making. It is also strongly linked to creativity and openness to new ideas. Because activation of the TPN tends to suppress activity in the DMN, an over-emphasis on task-oriented leadership may prove deleterious to social and emotional aspects of leadership. Similarly, an overemphasis on the DMN would result in difficulty focusing attention, making decisions, and solving known problems. In this paper, we will review major streams of theory and research on leadership roles in the context of recent findings from neuroscience and psychology. We conclude by suggesting that emerging research challenges the assumption that role differentiation is both natural and necessary, in particular when openness to new ideas, people, emotions, and ethical concerns are important to success.

The role of the positive emotional attractor in vision and shared vision: toward effective leadership, relationships, and engagement

Personal and shared vision have a long history in management and organizational practices yet only recently have we begun to build a systematic body of empirical knowledge about the role of personal and shared vision in organizations. As the introductory paper for this special topic in Frontiers in Psychology, we present a theoretical argument as to the existence and critical role of two states in which a person, dyad, team, or organization may find themselves when engaging in the creation of a personal or shared vision: the positive emotional attractor (PEA) and the negative emotional attractor (NEA). These two primary states are strange attractors, each characterized by three dimensions: (1) positive versus negative emotional arousal; (2) endocrine arousal of the parasympathetic nervous system versus sympathetic nervous system; and (3) neurological activation of the default mode network versus the task positive network. We argue that arousing the PEA is critical when creating or affirming a personal vision (i.e., sense of one’s purpose and ideal self). We begin our paper by reviewing the underpinnings of our PEA–NEA theory, briefly review each of the papers in this special issue, and conclude by discussing the practical implications of the theory.

Emotional intelligence competencies in engineer’s effectiveness and engagement

Purpose Little research has explored the importance of interpersonal skills, and more specifically, emotional and social intelligence (ESI) competencies for an engineer’s effectiveness or engagement. Furthermore, to the knowledge, no studies have explored the explanatory power of ESI over and above general mental ability and personality for engineers. The paper aims to discuss these issues. Design/methodology/approach In this study the authors gathered multi-source data for 40 engineers in a multi-national manufacturing company. Findings The authors found that ESI as observed by their peers significantly predicted engineer effectiveness (ΔR2=0.313), while general mental ability (g) and personality did not. In the same study, an engineer’s engagement in their work was significantly predicted by the degree of shared vision within their teams, while g, personality and ESI did not predict engagement. Research limitations/implications The authors explore the implications of the findings for corporate training and development, undergraduate education, and graduate education of engineers. Originality/value The authors draw on 30 years of longitudinal studies showing ESI and quality of relationships can be significantly improved with the appropriate pedagogy emphasizing the building of one’s vision, developmental approaches to ESI, developing a shared vision with others, and inspirational coaching.

Antagonistic Neural Networks Underlying Organizational Behavior

Abstract Recent neuroscience research shows that two large-scale cortical networks are involved in organizational behavior. These two networks are naturally antagonistic – when one is active the other tends to be suppressed. The focus of the chapter is to apply the opposing-domains hypothesis to problems associated with: (1) trying to balance creative thinking and global processing with analytic reasoning and focused attention; (2) avoiding ethical dangers associated with an imbalance in task positive network (TPN) and default mode network (DMN) thinking; and (3) properly motivating and incentivizing employees so as not to lead to an imbalance between the TPN and DMN. We contend that the opposing-domains hypothesis can inform organizational and leadership theory in areas where single-dimensional dual-process models are inadequate.

Emotional and Social Intelligence Competencies of Incident Team Commanders Fighting Wildfires

Incident Management Teams (IMTs) combat the toughest wildfires in the United States, contending with forces of nature as well as many stakeholders with different agendas. Prior literature on IMTs suggested roles and cognitive sensemaking as key elements for success, but the possible importance of emotional and social intelligence competencies in leadership has not been empirically explored. Sixty critical incidents from interviews of 15 incident commanders were analyzed for emotional and social intelligence competencies in incident management leadership. Seven competencies were found to significantly differentiate outstanding leaders from average leaders. Emotional self-control, adaptability, empathy, coach/mentor, and inspirational leadership significantly or near significantly differentiated the outstanding leaders. Five additional competencies appeared as threshold competencies: achievement orientation, organizational awareness, influence, conflict management, and teamwork. Implications for further research, training, and development are explored.

Pitfalls in Organizational Neuroscience: A Critical Review and Suggestions for Future Research

The potential of neuroscience to be a viable framework for studying human behavior in organizations depends on scholars’ ability to evaluate, design, analyze, and accurately interpret neuroscientific research. Prior to the publishing of this special issue, relatively little guidance has been available in the management literature for scholars seeking to integrate neuroscience and organization science in a balanced, informative and methodologically rigorous manner. In response to this need, we address design logic and inferential issues involved in evaluating and conducting neuroscience research capable of informing organizational science. Specifically, neuroscience methods of functional magnetic resonance imaging, electroencephalography, lesion studies, transcranial magnetic stimulation, and transcranial direct current stimulation are reviewed, with attention to how these methods might be combined to achieve convergent evidence. We then discuss strengths and limitations of various designs, highlighting the issue of reverse inference as precarious yet necessary for organizational neuroscience. We offer solutions for addressing limitations related to reverse inference, and propose features that allow stronger inferences to be made. The article concludes with a review of selected empirical work in organizational neuroscience in light of these critical design features.