شناسایی ابعاد و مولفه‌های انتخاب سبک رهبری از طریق رهبری مبتنی بر علوم اعصاب با توجه به هوش هیجانی در شهرداری‏های کلانشهرهای کشور

حسین  پورسلطانیان; حسین گنجی‌نیا; محمدرضا آزاده‏ دل

doi:10.61838/kman.jpdot.2.1.6

Authors

Hossein Poursoltaniyan Department of Public Administration, Rasht Branch, Islamic Azad University, Rasht, Iran Author https://orcid.org/0009-0008-2844-3897
Hossein Ganjinia Department of Public Administration, Rasht Branch, Islamic Azad University, Rasht, Iran https://orcid.org/0000-0001-6614-6633
Mohammad Reza Azadehdel Department of Public Administration, Rasht Branch, Islamic Azad University, Rasht, Iran Author https://orcid.org/0000-0002-2082-6104

DOI:

https://doi.org/10.61838/kman.jpdot.2.1.6

Keywords:

Leadership Style, Neuroscience-Based Leadership, Municipalities of the Country, Emotional Intelligence, Metropolitan

Abstract

This study aimed to identify the dimensions and components involved in selecting a leadership style based on neuroscience, taking into account emotional intelligence in the municipalities of Iran's metropolitan cities. The present research employed a qualitative content analysis approach, and data were collected through semi-structured interviews with 25 experts in the fields of management, psychology, and urban governance. The findings revealed that effective leadership comprises ten main dimensions, including understanding of neuroscience, emotional intelligence, transformational and interactive leadership styles, executive requirements, barriers, facilitating factors, implementation outcomes, strategies, and internal and external factors. Key components identified included self-awareness, emotion regulation, effective communication, and the application of neuroscience knowledge to enhance decision-making. Results indicated that integrating neuroscience and emotional intelligence can contribute to the creation of a healthier work environment, increased productivity, and reduced organizational conflict. Furthermore, this approach necessitates training for managers, cultural transformation within organizations, and support from senior leadership. Implementation challenges included resistance to change and a lack of educational resources, whereas senior management support and a psychologically safe learning environment were identified as facilitating factors. This study highlights the importance of integrating neuroscience and emotional intelligence into organizational leadership and demonstrates its positive implications for improving employee performance and job satisfaction. The findings align with previous research in the fields of neuroleadership and emotional intelligence and offer practical strategies for applying this leadership style within public sector organizations.

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