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Neuroleadership research in HRM: A systematic review

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  • Kavousi, Elahe
  • Ewing, Michael
  • Brunetto, Yvonne

Abstract

Neurocognitive patterns in leadership shape employee behavior and organizational outcomes, offering important insights for advancing human resource management (HRM) theory and practice. Using a focused, theory-driven journal-based content analysis of ten high-ranked HRM and organizational journals, this review synthesizes neuroleadership research published between 2005 and 2025. The analysis is guided by six integrated neuroleadership themes (decision-making, emotional regulation, motivation and reward processing, social cognition, stress resilience, and attentional control) across six core HRM domains and interpreted through performance-oriented and sustainability-oriented HRM perspectives. The findings suggest that neuroleadership research predominantly emphasizes sustainability-oriented HRM, with decision-making and emotional–cognitive themes most frequently examined within learning and development, followed by employee engagement and well-being and organizational development. In contrast, performance-oriented HRM emphases, such as performance control and transactional management, receive comparatively less attention. The review highlights the need to expand research on motivation, stress resilience, and attentional control to address the demands of an increasingly digitalized workforce.

Suggested Citation

  • Kavousi, Elahe & Ewing, Michael & Brunetto, Yvonne, 2026. "Neuroleadership research in HRM: A systematic review," Journal of Management & Organization, Cambridge University Press, vol. 32(2), pages 501-523, March.
    • Handle: RePEc:cup:jomorg:v:32:y:2026:i:2:p:501-523_9
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