Neuroleadership: Diversity as a Moral Value in Organisations

Abstract

Neuroleadership refers to the application of neuroscience to business organisations. The main aim of this dialogue between neuroscience and business organisations is to improve the management of the latter, as well as both business’s overall productivity and that of their employees. Therefore, the central concerns of neuroleadership focus on decision-making, memory, attention, motivation and emotional intelligence. Drawing on these issues, team-building methods and a combination of different leadership styles have become one of the central premises of the confluence between neuroscience and leadership.

The value of diversity has gained increasing importance in the business world on the premise that it contributes an increased productivity and an improved working environment. However, it must be asked what assumptions underpin the incorporation of this value into business management. From an ethical perspective, we must consider whether advances in neuroleadership effectively promote truly diverse work teams, or whether, under the aegis of diversity, certain neoliberal discourses are merely reproduced, above all those centred on individualism, self-management and self-discipline. Over the course of this chapter, a critical reflection is undertaken on the concept of neuroleadership and its practical applications in business organisations, above all with regard to a focus on the value of diversity. Attention is also paid to the extent to which the premises of neuroleadership conform to ethical notions of a business company.