The importance placed on the idea of ethical leadership to achieve organisational goals has grown in the disciplines of management, behavioural science, and org studies. This innovative viewpoint integrates findings from neuroscience and strategic management to provide a deeper understanding of the neurological foundations of ethical leadership and its strategic significance. Ethical leadership has a pivotal role in cultivating trust, promoting social responsibility, and driving organisational achievements. The present study investigates the neurobiological dimensions of ethical leadership, examining the cognitive mechanisms underlying moral decision-making and their impact on leadership behaviours and techniques. This research endeavours to address essential inquiries regarding the neural processes that serve as the foundation for leaders' ethical decision-making and the manner in which these processes influence the culture of the organisation, the good of its employees, and overall performance through bibliometrics analysis.
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The role of ethical leadership cannot be overstated in the dynamic environment of contemporary organization dynamics. Business leaders face critical scenarios which affect the outcomes of the firms considering intricate ethical dilemmas brought out by globalization, technical advancements and societal expectations. Using a neuro-strategic approach, this study examines ethical leadership and uncovers its complexities. To arrive at relevant results, the current study conducts bibliometric analysis. The bibliometric analysis provides an intellectual framework for a topic, analyzing the social and structural relationships between different research aspects such as authors, countries, institutions, and themes (Donthu et. al, 2021).
Combining the fields of neuroscience which is the study of the nervous system and strategy which focuses on enhancing organizational performance by allocating resources collectively known as neurostategy.
According to Ascher et al. (2018), the study of a manager’s brain activity during decision-making to identify the relevant brain areas is a key component of neurostrategy. Neurostrategy is a branch of cognitive organizational neuroscience which uses the identification of connections between mental concepts to examine the reasoning behind a manager’s decisions (Cristofaro, 2021).
Conversely, MicroStrategy is defined by the School of Management as the study of the responsibilities and challenges faced by general managers, as well as those in charge of multi-business organizations or multipurpose business units (Sawhney et.al., 2019). A simplified strategic management model for higher education institutions in India. International Journal of Higher Education and Sustainability, 2(3), 238-264. On the other hand, ethical leadership involves behaving in a morally appropriate manner through personal actions and relationships with others. It also includes promoting this behaviour to followers through effective communication, reinforcement, and decision-making. It is worth noting that what is considered “normally appropriate,” rather than being clear and distinct, is frequently unclear and context-dependent. According to Treviño et al. (2000), ethical leadership encompasses two aspects: the moral manager and the moral leader as an individual. This definition is implicit. An ethical leader, being upright in morality, possesses qualities such as integrity, honesty, and trustworthiness. They also demonstrate behaviours such as openness, fairness, and a genuine concern for both individuals and society. In addition to rewarding and disciplining followers for their adherence to ethical standards, an ethical leader serves as a moral manager who exemplifies values and ethics through thought and action.
Building trust, transparency, and long-term success in businesses requires ethical leadership that is based on moral ideals and integrity. On the other hand, very little is known about the neurological and cognitive bases of ethical leadership. Integrating findings from neuroscience with strategic leadership, this study aims to fill that knowledge gap by providing an in-depth examination of the neural mechanisms that impact executive-level ethical decision-making.
This article endeavours to offer a comprehensive understanding of how ethical leaders manoeuvre complex decision-making challenges amidst a rapidly changing world. This is done by analyzing the dynamic relationship between neurological variables and strategic leadership approaches. The goal is to shed light on the difficulties of ethical leadership in the contemporary era covering from neurological underpinnings of moral decision making to the mechanisms employed by leaders to foster the ethical culture.
The goal of this research is to contribute to the expanding field of neuroethics in leadership by fusing concepts from strategic leadership and neuro-scientific research. The research aims to identify the neurological mechanism underlying ethical decision-making. The purpose of this study is to offer scholars, practitioners and people working in organizations with useful information. It will deepen our comprehension of the fundamentals and real-world applications of ethical management in the contemporary business environment. Through the application of a geostrategic lens to examine the complexities of ethical leadership, it is hoped that new insights will further academic disclosure and provide leaders with useful advice when they face the moral enigmas that are inherent in modern work environments.