What motivates leaders to join one kind of organization, and avoid another? What are their deeper criteria for career decisions?
Digital leaders are key members of executive teams. As such we can consider them jointly responsible for organizational growth.
Stepping into a high profile leadership role, especially in an unfamiliar culture, can be a discovery process that is as challenging as it is fascinating.
Our series: ‘Inside the Wise Leader’s Brain’ has taken a journey into the neuroscience of leadership, drawing on some of the latest findings.
Italy is the world’s eighth largest economy and the third-largest national economy in the European Union by nominal GDP.
So far we have explored a wealth of neuroscientific theory. As a senior executive, how can you train your brain in practice?
Do we have an innate moral sense? Some impulses are so universal and have such a negative effect that they scarcely need stating as rules. Murder, for example.
Executives must increasingly deal with social, ethical and environmental dilemmas, uncertainties, opposing ideas and paradoxes. Understanding our brain mechanisms gives us insight into how.
Smart machines copy certain behaviors. Autonomous cars can drive. But they don’t really understand what they are doing (or why).
Scientists formulate hypotheses and apply them to probabilities and uncertainties. So does our brain. It selects the hypotheses that best fit with our environment.