ABSTRACT
Today’s human service organizations demand innovative leadership to effectively manage outcomes, turnover, and respond to the environment. Through neuroscience-informed approaches, leaders align their leadership style with social work values. Doing so furthers the leader’s ability to cultivate a positive environment within the organization. This conceptual article profiles a cross-sectoral neuroleadership model supported by culture and climate theory research to improve human services. Leading in this way encourages empowerment of social workers and builds a resilient, thriving human service organization. Implications for leadership and the social work profession suggest that neuroleadership leads to enriched practice, improved retention, and better outcomes.
Disclosure statement
No potential conflict of interest was reported by the author.
Practice Points
The eight neuroleadership behaviors are tools for leaders to amplify influence and motivate the workforce, therefore improving trust
Improved trust enhances social work practice, leading to better client and organizational outcomes
Healthy, resilient culture and climate, core elements of a successful organization, are magnified through reflective and intentional leadership