Introduction.- Leadership, Followership, and Context.- A Straightforward Rational Managerial Model.- A Brain in Three Dimensions.- A Very Emotional Brain.- The Rebellion.- Toyotism.- Strategic Thinking.- Leadership Style.- Establishing the Context and the Culture.- Accepting Our Brain as It Is.- Creative Leadership in Action.- Conclusion.
James Teboul has been the director of the International Executive Program at INSEAD for many years. He has taught in many executive programs in several countries and has been a consultant to industrial and service organizations. Graduate Engineer from Ecole Centrale Paris and Doctor ès Science from Paris University, James Teboul started his career as a group leader responsible for new product development at Schlumberger. After obtaining his MBA at Sherbrooke University in Canada, he became a professor at INSEAD. His main areas of research are quality management, management of services and leadership. He was a member of the editorial board of the International Journal of Service Management and has published several books in the domain of management and leadership.
Philippe Damier is a full Professor of Neurology at the University of Nantes. Amongst his responsibilities at the Medical School, University Hospital of Nantes, he chaired both the Department of Neurology and the Clinical Research Center. He is currently in charge of the expert center in Parkinson’s disease for the West part of France.
He has published more than 250 scientific articles in international journals, most of them in the field of Parkinson’s disease and movement disorders. In 2011, he obtained an MBA in Melbourne (Australia) and published in 2014 ‘Decider en toute connaissance de soi’ about managerial decision.
This book illustrates, through a number of examples from different domains, how to put in place a disciplined process to develop a creative leadership approach. Today's managers seem to have all the tools at their disposal, leadership training, seminars and executive coaching, to exercise effective leadership, but most continue to take the easy path of raw authority, neglecting the interwoven texture of leadership and followership.
The classic models of leadership fail routinely because leaders find it hard to develop an effective way of motivating their followers and do not realize how far they are conditioned by the limitations and biases hardwired in their brains. Just like sports professionals who need a good understanding of their body, leaders need to practice and explore the capabilities of their brains. With some knowledge in the latest discoveries in Neurosciences and mastery of their cognitive predispositions, leaders can draw on a range of resources to engage all parties in learning and collaborating towards common goals and create a culture based on cooperation and innovation.
Ideal for organizations or associations, private or public companies, this book offers practical advice on neuroleadership through examples of successful transformation including a case study at Netflix.
