C
NEUROSCIENTIFIC FOUNDATIONS
Rooted in the concept of self-efficacy – the belief in one’s own ability to succeed – developed by Albert Bandura (1997). Research shows that high self-efficacy is associated with improved performance and greater resilience in the face of setbacks. From a neurological perspective, self-efficacy engages multiple brain systems, notably the prefrontal cortex and the basal ganglia (Caprara et al., 2022). When we successfully complete a task, the brain’s reward system activates dopaminergic circuits, strengthening the neural pathways associated with that success and motivating future action. While the direct causal link between self-efficacy and dopamine is still under investigation, research suggests that mastery experiences – the primary source of self-efficacy according to Bandura – positively influence the brain’s motivation and reward systems. Activates the brain’s empathy and social cognition networks. The mirror neuron system, first discovered in primates, plays a role in understanding others’ actions and may contribute to empathy (Rizzolatti & Craighero, 2004). It should be noted, however, that the precise role of this mechanism in human empathy remains a subject of scientific debate (Bonini & Michael, 2022; Hickok, 2014). Nevertheless, when we genuinely listen to and value others’ perspectives, the brain engages social cognition processes that foster a sense of connection and mutual understanding. This prosocial behaviour can trigger the release of oxytocin in both the giver and the receiver, strengthening social bonds (Zak, 2017). Leverages the power of collective intelligence. When teams collaborate effectively within a psychologically safe environment, they are able to pool cognitive resources, leading to solutions that are more innovative and robust than those any individual could achieve alone. Recent research suggests that collective success activates reward systems in the brain, although studies directly comparing collaborative and individual work remain limited. Shared success and mutual recognition stimulate oxytocin release and may activate dopaminergic circuits, reinforcing the perceived value of teamwork (Hamid et al., 2016; Johannsen & Zak, 2021). Strengthens confidence by aligning with the brain’s innate preference for predictability and pattern recognition. The brain functions as a “prediction machine”, constantly attempting to anticipate what will happen next in order to minimise uncertainty and prediction error (Friston, 2010). When a leader behaves consistently, their actions become predictable and reliable, reducing uncertainty and the associated cognitive load. This predictability creates a sense of stability and safety, calming the amygdala and preserving mental energy for higher-order tasks (Hanson, 2013). The orbitofrontal cortex, in particular, plays a key role in processing predictability and reducing anxiety related to uncertainty (Wilson et al., 2014). The cumulative result of the first four Cs. From a neuroscientific perspective, credibility is the internal representation that others form of a leader’s reliability. This model is built over time through repeated, consistent experiences of the leader’s competence, integrity and care. Once a leader has established a strong neural representation of credibility in the minds of their team – encoded within memory and social evaluation networks – their capacity to influence and inspire is significantly amplified. Credibility reduces the need for constant verification and enables a more fluid, automatic form of confidence. Becomes possible when fear of interpersonal risk is low. With the amygdala in a calm state due to psychological safety, leaders and teams can more easily access the executive functions of the prefrontal cortex, enabling bold decision-making and calculated risk-taking. Courage is not the absence of fear, but the ability of the prefrontal cortex to regulate the amygdala’s emotional response, allowing rational risk assessment and action despite uncertainty (Edmondson, 2019). In a high-confidence environment, this emotional regulation is facilitated, freeing the cognitive energy required for innovation and constructive risk-taking. Creativity is directly linked to the brain’s Default Mode Network (DMN) – a set of interconnected brain regions that are particularly active when the mind is at rest and free to wander, enabling associative thinking and imagination (Raichle et al., 2001). Recent research using direct cortical stimulation has demonstrated a causal link between the DMN and creative thinking (Shofty et al., 2022). Neuroimaging studies published in 2024 further confirm that the electrophysiological dynamics of the DMN play a decisive role in creative processes (Bartoli et al., 2024). Psychological safety allows the brain to enter this more associative and imaginative state, fostering the generation of new ideas. Chronic fear and stress, by contrast, suppress DMN activity and keep the brain in a narrowed, threat-focused state – one that is fundamentally incompatible with creative thinking. By creating a high-confidence environment, the 7C framework literally unlocks the brain’s creative potential.
CONFIDENCE
CONSIDERATION
COLLABORATION
CONSISTENCY
CREDIBILITY
COURAGE
CREATIVITY
3 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
Made with FlippingBook - Share PDF online