Introducing neuroscience methods: an exploratory study on the role of reflection in developing leadership from a HRD perspective

ABSTRACT

The article introduces neuroscience methods in HRD through a study that highlights the role of reflection in developing leaders. Despite increased attention on neuroscience discoveries and its methodologies in the social sciences, there is limited research among HRD scholars that incorporates neuroscience approaches. Relatedly, HRD practitioners and scholars often view reflection as a critical element for developing human resources and leaders. Yet, there is a dearth of research that focuses on the impact of reflection in the brain and the underlying neurocognitive mechanisms that support it. The purpose of this paper is to neurobiologically examine how individual or collective reflection impacts leaders’ frontal lobe brain activities during challenging situations, incorporating electroencephalography (EEG) as a method. The paper concludes with suggestions for future research and practical implications.

KEYWORDS:

• Leadership development
• neuroscience
• reflection
• HRD
• electroencephalography

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

This study was funded by the The George Washington University Fund and received the university’s institutional review board approval (NCR180826). The authors have no relevant financial or non-financial interests to disclose; Internal University Fund.