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David Rock - Defining Neuro Leadership as a Field

David Rock - Defining Neuro Leadership as a Field

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Published by Hrvoje Repak

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Published by: Hrvoje Repak on Mar 11, 2012
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02/14/2013

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Dnng NroLadrhpa a ld
David Rck ad Dr. A H. Rigeb
www.NroLadrhp.org
NroLadrhp
jouRnAl
issue TWO
2009
Th artcl wa pblhd n th
Th attachd copy  frnhd to th athor for non-commrcal rarch and dcaton , ncldng for ntrcton at thathor’ nttton, harng wth collag and provdng to ntttonal admntraton.Othr , ncldng rprodcton and dtrbton, or llng or lcnng cop, or potng to pronal, ntttonal or thrd-party wbt ar prohbtd.in mot ca athor ar prmttd to pot a vron of th artcl to thr pronal wbt or ntttonal rpotory. Athorrqrng frthr nformaton rgardng th
nerleadership
jouRnAl’s
archvng and managmnt polc ar ncoragdto nd nqr to:
if@ereadership.rg
 
   ©    N  e  u  r  o   L  e  a   d  e  r  s   h     p   i  n  s   t      t  u   t  e   2   0   0   9   F  o  r   P  e  r  m     s  s     o  n  s ,  e  m  a      l     n   f  o   @  n  e  u  r  o   l  e  a   d  e  r  s   h     p .  o  r  g
 
Th artcl wa pblhd n th
nerleadership
jouRnAl
. Th attachd copy  frnhd to th athor for non-commrcalrarch and dcaton , ncldng for ntrcton at th athor’ nttton, harng wth collag and provdng tontttonal admntraton.Othr , ncldng rprodcton and dtrbton, or llng or lcnng cop, or potng to pronal, ntttonal or thrd-party wbt ar prohbtd.in mot ca athor ar prmttd to pot a vron of th artcl to th pronal wbt or ntttonal rpotory. Athorrqrng frthr nformaton rgardng th
nerleadership
jouRnAl’s
archvng and managmnt polc ar ncoragdto nd nqr to:
if@ereadership.rg
 
1
   ©    N  e  u  r  o   L  e  a   d  e  r  s   h     p   i  n  s   t      t  u   t  e   2   0   0   9   F  o  r   P  e  r  m     s  s     o  n  s ,  e  m  a      l     n   f  o   @  n  e  u  r  o   l  e  a   d  e  r  s   h     p .  o  r  g
noTES
Itrdcti
At the start f ay ew ed f stdy there are imprtatdiscssis abt hw t rgaize the ideas withithat ed, ad the vera vae that ed may have. Ithe peig paper f the rst nerleadership
jouRnAl
, we tied a rgaizig framewrk fr thenerleadership ed, based  fr dmais: decisimakig ad prbem svig, emtia regati,cabrati, ad faciitatig chage (Rigeb adRck, 2008). This rgaizati appears t be stadigthe test f time as a rbst way f dividig p the areasf iterest withi nerleadership. The ga f thispaper is t prvide derstadig as t why eadershipschars shd stdy the brai, t assist researchersad practitiers derstad the deeper phisphicadebates that exist withi this eadership sbed fstdy, ad t pit t additia isses that may eedfrther discssi r research.
A a tartng pont, t  far to am that both ladrhpcholar and practtonr wold agr that tdyng thbran for t own ak do not provd fcnt ratonalfor cratng a NroLadrhp bld. Convrly, t qally far to am that both ladrhp cholar andpracttonr wold agr that f nrocnc mar arabl to bttr at popl n managng thmlv and nmprovng prformanc and wll-bng, that wold provdfcnt ratonal for t craton. A a tartng pont, wwold lk to look at what t man for NroLadrhp tob a bld of th ladrhp ld of tdy, and om of thchallng facng t, and othr ld of tdy, a nrocncrarch contn to provd ntrtng nght.
nerleadership as a sbedf eadership stdy
Th placmnt of th trm ‘nro’ n front of an xtng ldof tdy, a n
nroconomc 
or
nromarktng 
, typcallyfoc th cntc nqry on popl’ moton n thotaton nvolvng th bjct of th xtng ld, oftnng fMRi tchnology.
At th tart of any nw ld of tdy thr ar mportant dcon abot how to organz th da wthnthat ld, and th ovrall val that ld may hav.
For xampl, ‘nro’ n front of th xtng ld of marktngbcom nromarktng and  dnd a th tdy of howpopl’ bran rpond to advrtng and othr marktng
Dnng NroLadrhpa a ld
David Rck ad Dr. A H. Rigeb
Davd Rock, CeO, Rlt Coachng sytm intrnatonal, sydny, AtralaFaclty, CiMBACo-fondr, NroLadrhp inttt: edtor, NroLadrhp Jornal
davidrck@wrkpacecachig.cm
Al H. Rnglb, Drctor, CiMBA/unvrty of iowaCo-fondr, NroLadrhp inttt: edtor, NroLadrhp Jornal
rigeb@cimba.it

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