Neurolideadership: A New Way for Happiness Management”

Resumen

In current contexts characterized by phenomena such as the Great Resignation and the challenges arising from Industry 5.0, managers and leaders have a role to play in enabling the changes needed to make workplaces happier and more productive. In that sense, much attention is being paid to the applications and purposes of neuroleadership for improving the organizational well-being. The search of well-being has led to the application of concepts such as happiness management as a way to create better workplaces. The aim of this paper is to analyze the role of neuroleadership in the application of happiness management. Two research questions are proposed: What do we know about neuroleadership? and what role can neuroleadership play in happiness management? A mixed methodology is applied. A bibliometric technique is used to identify the main topics studied in neuroleadership. And in-depth analysis and logical reasoning are applied to propose a roadmap and some research future lines. A neuroleadership research roadmap is proposed, considering the approaches (where?), practices / actions (for who? / How?) and purposes (for what?). It is observed that the consideration of the management of emotions and cognitive processes in the work environment are attracting interest to develop a leadership focused on making better workplaces. Neuroleadership is presented as a new way of understanding the management. In addition, a new line of action focuses on the management of happiness is emerging. Happiness management in the workplace can help to apply leadership from a different perspective but, it is observed that studies on the effect of neuroleadership on happiness management have not yet been developed. Their combined application can mark a before and after in business management, and for that, a proposal of future research lines and questions is developed. This paper presents four future research pathways: 1) perspectives (neuroscience and organizational behavior and/or talent management), 2) reasons (applications of neuroleadership in cognitive processes), 3) adoption and implementation (stakeholders and happiness management models), and 4) results (analysis of the effect on organizational success and value-creation analysis). Finally, two main questions arise from the results of this work: Can neuroleadership become an instrument to be included in management agendas to stimulate happiness at work? How does neuroleadership influence the happiness of internal (workers) and external customers?