Self-Leadership and Personal Resilience in Health and Social Care is essential reading for professionals making judgements under pressure. It demonstrates how self-leadership is not only about surviving but thriving in a continually changing environment and introduces key theories, skills and debates to help professionals deliver high quality professional practice every day. The book focuses in on the quality of professional thinking, self- and social awareness, self-regulation and self-management, and the fundamentals of sustained resilience.

Self-leadership: Neuroscience Implications

Self-leadership: Neuroscience implications

Introduction

This chapter examines some of the significant neuroscientific research findings and their implications for self-leadership. All eight facets of self-leadership (self-observation, self-regulation, self-management, self-awareness, self-compassion, social awareness, relationship management and effective communication) will also be cross-referenced throughout with the key identified themes.

The discovery of mirror neurones, for example, and the primal instinctive ability individuals have to naturally achieve rapport (which unfortunately is undermined by busy and judgemental minds) will be presented. We will also examine the important role emotions play in effective communication and how understanding our emotions, our ‘hot buttons’, can make us better communicators; for instance, being more mindful, fully aware in the present moment, reduces unwanted emotional responses.

We explore Daniel Kahneman's two thinking systems (fast ...

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