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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.
Angela Pittman (2019) studied this question.
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