Neuroleadership. Leading Wisely at All Times

Elaboration 2015 9 Pages

Business economics - Business Management, Corporate Governance


Table of Contents

Abstract ... 1

Emotional Intelligence and Leadership ... 2

“4 Ears” Communication Model ... 2
Self-Revealing ... 2
Facts ... 3
Relationship ... 3
Appeal ... 3

Personality Types ... 4
Myers–Briggs Type Indicator Test ... 4
Extroversion (E) vs Introversion (I) ... 4
Sensing (S) vs Intuition (N) ... 4
Thinking (T) vs Feeling (F) ... 5
Judgment (J) vs Perception (P) ... 5

Leadership Models ... 5
Transactional Analysis ("Parent-Adult-Child" Triangle) ... 5
Johari Window (Self-Discovery and Open Communication) ... 5
Transformational Leadership ... 5

Giving Feedback ... 6

Developing a Team ... 6
Forming Phase ... 6
Storming Phase ... 6
Norming Phase ... 7
Performing Phase ... 7

References ... 8


Great leadership in such a turbulent business landscape has never been so important. This paper will help understanding the impact of leadership on employee motivation and performance, and identify strategies that increase employees' self-efficacy and productivity through practical models.

Emotional Intelligence and Leadership

“A leader is a dealer in hope”, Napoleon said.

Considering that we spend 20 years of our lives by working, how important is the leader we work with is obvious. I am writing based on the “how not to be a good leader” examples we see consistently rather than the “specimens” who managed to have his share from leadership.

Although leadership is learned by doing, first of all nature of the toxic leaders should be understood. As the leadership is being learned, the focus of the person goes through the way towards “problem, “process” and lastly “human”. Toxic leadership is positioned through the trajectory of fear, big (mostly bigger on the incapable ones) ego and the distrust to the employee. They drain the energy of employees by managing with obedience expectation.

On the other hand in the authentic leadership, humanity value and three main intelligences come to the stage. Emotional Intelligence, that is to be aware of our emotions and to be able to manage them; Social Intelligence, that is to be aware of the emotions of people around us and to be able to manage our relationship; and Cognitive Intelligence that is to comprehend the events around us and to be able to interpret them. If a leader can use these competences in the right place that is an awesome case. With social intelligence, we develop empathy and understand how are the balances of power and the emotional flow between persons in the groups at workplace.

Our mood in social interactions are contagious, the other party can be affected from our mood unconsciously in milliseconds. Through cognitive intelligence, we can catch patterns in the events that seem to be random.

“4 Ears” Communication Model

Sufi mystic Mevlana once said that “What you say is limited to other`s understanding.” So, what is perceived is not necessarily what is heard. The message and the meaning can be different. When a person says something, this saying can be interpreted in four different ways. Prof. Dr. Friedemann Schulz von Thun modelled this sentiment in 1970 like the following. He worked as Professor at Hamburg University between 1975-2009 and the founder of humanistic communication psychology1.


People have this type of ear perceive what they hear based on the messages how the recipient see them according to the way of sender`s revealing himself. So, each statements contains messages about the sender`s self-image, feelings, thoughts, etc.


1 Schulz von Thun


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neuroleadership leading wisely times




Title: Neuroleadership. Leading Wisely at All Times