Appendix A Neuroscientific foundations of the 7Cs The 7C Leadership Moral Ambition Compass is not merely a theoretical model; it is deeply rooted in the science of how our brains function in social and professional contexts. This appendix provides an overview of key research in neuroscience and psychology that underpins and validates the principles of the 7C framework, demonstrating how these behaviours create optimal conditions for trust, creativity and engagement to flourish.
The Neuroscience of the 7Cs Each of the seven “Cs” contributes in a specific way to building this high-confidence, high- performance environment, as supported by research in neuroscience:
It has been shown that high-confidence environments, rich in oxytocin, lead to significant improvements in organisational performance. A study conducted on a nationally representative sample of working adults in the United States found that employees in high-confidence organisations reported 50% higher productivity, greater job satisfaction, 74% less chronic stress, and stronger alignment with their organisation’s mission (Johannsen & Zak, 2021). This is explained by the fact that confidence and psychological safety fundamentally alter the way the brain processes information. In a state of psychological safety, the brain’s threat-detection centre – the amygdala – remains calm. This allows the prefrontal cortex (PFC) – the region responsible for higher-order cognitive functions such as complex problem-solving, planning and creative thinking – to operate at full capacity (Edmondson, 2019). Psychological safety, defined by Amy Edmondson as “a shared belief held by members of a team that the team is safe for interpersonal risk-taking” (Edmondson, 1999), has been shown to be the single most critical factor in team effectiveness. Google’s Project Aristotle (2012–2016), which analysed more than 180 teams, demonstrated that psychological safety was by far the strongest predictor of collective performance – well beyond team composition or individual skills (Duhigg, 2016; Rozovsky, 2015).
Conversely, in low-confidence, high-fear environments, the brain perceives social threats – such as public criticism, exclusion or unfair treatment – with the same intensity as physical threats (Lieberman, 2013). Neuroimaging studies have shown that social rejection activates the same neural networks as physical pain, notably the dorsal anterior cingulate cortex (Eisenberger et al., 2003). This triggers a fight-or-flight response, flooding the system with stress hormones such as cortisol and adrenaline. As a result, cognitive resources are diverted away from the prefrontal cortex towards the amygdala, inhibiting our ability to think clearly, learn and collaborate effectively. The 7C model is explicitly designed to create the conditions that promote oxytocin release while minimising this threat response – enabling confidence, creativity and engagement to flourish.
The Neurobiology of Confidence and Psychological Safety: The Foundation of the Compass
The entire 7C framework rests on a foundation of confidence and psychological safety, which has a well-documented neurobiological basis. When we feel confident and psychologically safe, our brains release the neurochemical oxytocin, often referred to as the “social bonding hormone” or the “confidence and trust hormone”. Research by Paul J. Zak and his colleagues has shown that oxytocin is a key signalling molecule that informs the brain that a person or situation is safe and reliable (Zak, 2017). While oxytocin plays a decisive role in fostering social bonds, cooperation and confidence in others, it is important to note that its effects can vary depending on context and individual differences (Matsushita et al., 2025).
2 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
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