HR and business leaders typically spend a lot of time and energy on creating leadership models. Often they end up with complex models that lack a clear connection to the business objectives, do not mesh with existing talent systems, and most importantly: seldom influence leadership behaviors.
NeuroLeadership Institute’s new industry research suggests that detailed, exhaustive leadership models may be ineffective in changing leader behavior. However, leaders do seem to use leadership models if certain conditions are met: if the model is designed in a way that plays to people’s brain capacity, their motivation for action, and the search for coherence with other objectives.
Dr. Andrea Derler, and Dr. Kami Sip, senior researchers at the NeuroLeadership Institute will share and discuss the key insights and related science of the new research, including:
1:00 pm - 2:00 pm ET
Kamila Sip, Ph.D.
Director of Neuroscience Research, NLI
Dr. Sip is a neuroscientist with expertise in decision making, unconscious bias, and change management. At NLI, she manages the implementation of science-based content into NLI’s solutions, ensuring that rigorous scientific findings are translated in a digestible and actionable manner. She has been invited to write for Scientific American and contributes to magazines like Harvard Business Review and Quartz.
Andrea Derler, Ph.D.
Director of Industry Research, NLI
Andrea produces science-based and practical insights about humans in organizations. By collaborating with clients, consulting and academic researchers, she conducts quantitative and qualitative research. As a widely publicized researcher she is proud to be a trusted advisor to talent and business executives in Fortune 500 companies. She holds a doctoral degree in Economics (Leadership & Organizations), and a Master’s degree in Philosophy.