Neuroscience of Leaders' Incivility

Le résumé fourni par la source

This chapter examines the neurological basis for leaders’ tendency towards incivility in the workplace. It explores how power influences four key brain systems—the dopamine reward system, attentional system, emotional system, and memory system—in ways that make leaders prone to uncivil behavior. The dopamine reward system is altered by power in a way that increases motivation and reward-seeking behavior while impairing self-control. This can lead to addictive power-seeking and reduced inhibition of uncivil impulses. Moreover, power narrows leaders’ attentional focus and shifts it from others to themselves, thereby reducing leaders’ awareness of others’ perspectives and needs. Power also impairs emotional regulation and recognition, which leads to blunt emotional expressions and reduced empathy. Additionally, power influences memory processes, which makes leaders more likely to forget negative events, fabricate positive ones, and distort negative memories positively. These memory distortions can reinforce leaders’ overconfidence and self-serving biases. The chapter argues that these neurological changes undermine the very social and emotional skills needed for effective leadership. It concludes by emphasizing the importance of accountability measures to counteract power’s negative effects and prevent leader incivility. Understanding these neuroscience-based mechanisms can inform leadership development and organizational practices to foster more civil and effective leadership.

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