provide peer response to the discussion below:

reinforce their work, add comments regarding what the strengths of the post are and what could be improved.

Neuroleadership is a field that considers how the brain functions regarding leadership styles, which can play a significant role in how leaders behave and develop. The different areas of focus include problem-solving, decision-making, emotional regulation, working well with others, and facilitating change. NeuroLeadership can help to strengthen emotional intelligence and situational awareness. Testing brain functionality can provide more accurate data on how leaders act rather than relying on standard practices such as questionnaires (Rock, 2010).

Everyone comes from different walks of life, and everyone's brain works differently. This knowledge can help us understand what makes up a person. By understanding the neuroscience behind a person's leadership style, we can develop effective leadership programs and training initiatives, which can bring positive change with the AGES model: Attention, Generation, Emotions, and Spacing. This will change how facilitators and participants come together for training and change. Understanding the brain can help us tap into people's creativity, innovation, and organizational leadership. This approach increases trust and emotional connections with others, allowing us to embrace the neuroleadership field (Kiefer, 2010).

Leadership is evolving with the rise of globalization. To stay competitive, it is crucial to incorporate transformational thinking and understand the influence of brain functionalities on leadership behavior and soft skillsets. Effective strategies can be achieved by adopting meaningful and different approaches to handle unexpected situations. Leaders must evolve their decision-making and problem-solving processes to keep up with the times. Neuroleadership can bridge building connections with resourceful and innovative leaders to handle the multi-complexity of today's world (Hogan, 2010).

References

Hogan, T. (2010). Neuroscience provides tools to navigate the new business reality. People & Strategy, 33(4), 8-9.

Kiefer, T. (2010). Neuroleadership more than another leadership framework. People & Strategy, 33(4), 10.

Rock, D. (2010). Impacting leadership with neuroscience. People & Strategy, 33(4), 6