HR and business leaders typically spend a lot of time and energy on creating leadership models. Often, they end up with complex models that lack a clear connection to the business objectives, do not mesh with existing talent systems, and most importantly: seldom influence leadership behaviors.
NeuroLeadership Institute’s new industry research suggests that detailed, exhaustive leadership models may be ineffective in changing leader behavior. However, leaders do seem to use leadership models if certain conditions are met: if the model is designed in a way that plays to people’s brain capacity, their motivation for action, and the search for coherence with other objectives.
Dr Andrea Derler, NeuroLeadership Institute’s Director of Industry Research, will share the key insights from the new research, including:
• Benchmarks for the leadership model design process
• Traits of brain-friendly models that leaders actually use
• Examples of impactful leadership models