The purpose of this research is to establish a correlation between the integration of Social Cognitive Neuroscience (SCN) frameworks (e.g., The SCARF model) into day-to-day social interactions in the workplace. The study also sought to determine whether SCN practices can increase prosocial behaviors and improve a leader's influence. This qualitative study had four phases: an educational video, a self-assessment, a learning workshop, and an experiential learning exercise. Data were collected through eight interviews. This study revealed that understanding the brain's influence in social environments increased prosocial behaviors and positively impacted leader thoughts and actions. Data showed taking the self-assessment, learning and applying SCN research findings, and practicing The SCARF model altered all of the interviewees' awareness of self and others. For seven participants, it increased emotional intelligence (EQ) and skill-building. For six participants, their new insights led to modification of behavior, and this increased leader influence.
|School Location:||United States -- California|
|Source:||MAI 82/6(E), Masters Abstracts International|
|Subjects:||Organizational behavior, Neurosciences|
|Keywords:||Leadership development, Prosocial behavior, Social cognitive neuroscience, SCARF Model, Workplace performance|
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