Leveraging Leader Relations to Cultivate Brain-Friendly Workplaces

Abstract

Regarded as the future of management, leadership is becoming increasingly important, but one of the most serious challenges facing leaders today is the declining trend in job satisfaction, commitment, and work motivation in HR, making the current working environment less effective. Today, neuroscience provides a more precise definition and description of the human being, so many different sciences use neuroscience findings more effectively, and leadership is linked to neuroscience in the form of organizational neuroscience. New understandings of human concepts regarding human brain-directed thoughts, feelings, actions, and behaviors consider that almost all human activities are the result of interactions between the brain and chemistry. Founded upon the brain–directed man, the theory of brain-friendly workplace aims to introduce processes and activities, which can lead to a pleasant experience for employees’ brains, and it can help HR to experience favorable thoughts, feelings, and behaviors. Conducted on the basis of qualitative research and implication research, the two contributions of brain structure and chemistry are considered as the source for calculating the effects of neuroscience on workplace design. Sampling and validity are also theoretically considered by examining valid sources and implications. This research is first about cognition and finally considers the conceptual extension of the brain-friendly workplace. Based on the theoretical framework and implications, seven processes and dimensions were counted: Communication, happiness and mobility, ability by self-awareness, respect, purposefulness & focus, security & relaxation, and sleep & rest. This brain-friendly workplace model was called CHARPSS, which is intended to help leaders create different and effective workplaces.