Damian Ilibasic
The brain is centre of the human nervous system. It consists of four lobes all of which have a different function that assists the human body in performing daily tasks. The frontal lobe is associated with executive functions which primarily regulates self-control, planning, reasoning and abstract thought (Haines, 2004). The occipital lobe is devoted to vision (Haines, 2004). Thirdly, the parietal lobe integrates information such as knowledge and numbers, and makes sense of it for the rest of the body to understand and use (Haines, 2004). Lastly, the temporal lobe is crucial in forming speech and processing vision (Haines, 2004). It is also home to the hippocampus, which plays a key role in the formation of long-term memory (Haines, 2004).
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| Image from: Livergood (n.d.) |
The correlation between the brain and leadership within learning organisations is strong as both are required to continually develop in response to the environment. However, there are different types of leadership which can elicit different results for an organisation. The two main types of leadership styles consist of transactional leadership and transformational leadership. Several researchers (Avolio & Bass, 1991; Bass, 1990; Bass, 1999, Kotter, 1990 and Senge, 1990) believe that transformational leadership is most effective in developing a learning organisation.
The Frontal Lobe
The frontal lobe regulates a person’s self-control, planning, reasoning and abstract thought. Transformational leaders are to create an open environment, where employees can learn from their mistakes, address solutions, and demonstrate a vested interest towards employees goals (Bass, 1999). This form of leadership must positively influence an employee's motivational levels. This occurs by connecting the employee's sense of identity and their persona to the collective identity of the organisation (Bass, 1990). Leaders in successful learning organisations align the organisation’s goals with those of the employees, which also positively influences an employee's motivational levels and leads to an increase in performance (Senge, 1990). Transformational leadership and learning organisations operate effectively as they both work together to understand the needs of the employee by planning, reasoning and demonstrating self-control. These are characteristics of using the frontal lobe effectively.
The Occipital Lobe
The occipital lobe is related to vision. Transformational leaders in learning organisations are required to continually seek new ways in which to promote the organisations vision to its employees and ensure that there is an alignment of strategies (Bass, 1990). Gomez, Lorente & Cabera (2004) found that Learning organisations which have a clear training strategy will have an increased learning capacity and greater motivation and commitment among employees, towards the organization and its goals. Transformational leaders also demonstrate organisational vision, but focus on the team approach to achieving outcomes (Avolio & Bass, 1991 & Bass, 1990).
The Parietal Lobe
The parietal lobe integrates information from the environment and reforms it so the rest of the body can understand it. A successful transformational leader will solve problems with the team and challenge workers to be creative with a task (Bass, 1990). This allows the employee to think critically about a problem and to find a solution where this, in turn, motivates the employees to perform at a higher level (Kotter, 1990). This method is closely aligned with a learning organisation that adopts a systems thinking approach to solving problems within the organisation as it has a greater impetus for employees to work better together (Senge, 1990). Garvin (1993) researched technological companies and found that continually assisting the process of learning among employees is found to improve the profitability of organisations. However, Schein (1992) suggests that leaders should not solely rely on having the employees generate too many decisions as it could be perceived that the organisation is delivering inconsistent policies based on the different position of each employee.
The Temporal Lobe
With the temporal lobe integral to processing speech and vision it is important that transformational leaders are acting on the long-term vision from its employees and the organisation. A successful transformational leader is always reviewing the organisations long-term strategy. The importance of developing a long-term learning organisation strategy should not be overlooked. Murray (2003) researched learning organisations that adopted a short-term strategy and although he found an initial increase in performance, there was little evidence that they were successful in the long term. As a result of upper management adopting little learning practices, it negatively influenced the employees (Murray, 2003). The consequence of taking this approach was due to the management’s inability to realise that the long-term goals of the organisation should be encouraged instead of concentrating on short-term results. Successful learning organizations need to adopt a long-term, or continually promote, a culture of learning to the workforce. This approach by leadership in developing a learning organisation directly influences the short and long-term profits of organizations (Murray, 2003).
With the brain being integral to transmitting messages to the rest of the body and continually learning, so to are leaders expected to enhance the organisations capability and to develop the employees for the benefit of the organisation.
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| Image from: Cartoon Stock (n.d. a) |
