Abstract
The previous chapters have taken you, the reader, through the journey of the brain, key protagonists, the four basic needs and how these can be influenced by various organisational and personnel development tools. This chapter now aims to take you one step further and into how you can implement this knowledge in a structured way into business contexts. We present the ACTIVE model—a methodology around the four basic needs and this provides a structured approach to applying the knowledge of neuroleadership in the working place. Specifically by being able to analyse the basic needs and their satisfaction in individuals and from this adapt and modify your leadership style and the organisational tools you decide to implement.
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Notes
- 1.
Chapter 4 discusess the background to this—here we simply present the schematic model as a tool with a structured approach.
- 2.
If this is not the case the talk should be used to identify what is conflicting and how the employee sees the profile or resulting actions. This will enable a rapid identification of whether the leader is on the right track and how to change this.
References
Harris, T. A. (1973). I’m ok – you're ok. New York: First Avon Books.
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© 2012 Springer-Verlag Berlin Heidelberg
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Ghadiri, A., Habermacher, A., Peters, T. (2012). Practical Applications. In: Neuroleadership. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-30165-0_6
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DOI: https://doi.org/10.1007/978-3-642-30165-0_6
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Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-30164-3
Online ISBN: 978-3-642-30165-0
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