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Your Brain and Business: The Neuroscience of Great Leaders by Srinivasan S. Pillay

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Chapter 3. The Neuroscience of Social Intelligence: Guiding Leaders and Managers to Effective Relationships

The mere mention of the word “connectedness” usually makes leaders shudder. Leaders are usually task oriented, and given their own degree of competence, they often prefer to control the variables that can impact productivity. As a result, they choose to work on their own. Relationships in life are challenging enough in general, so why bring them to work? But as businesses have evolved, and as large institutions have failed and small businesses are trying to rise, it has become clear that several crises could have been avoided if social variables were taken into consideration. Teamwork, for example, works well if the whole is greater than ...

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