Nureoleadership and its Capacities in Organizational Evolution

Changes in various dimensions of the environment have made it necessary to have organizational change. This intensity and variety of environmental changes has supported the need of organizational change management for further developed and new methods. Nowadays, in the analysis and interpretation of the complexity of human behavior, the use of a new perspective called neuroscience is spreading. Although this area is at the beginning of its course, its claim is that it can deepen and accurately explain the thoughts, feelings and behaviors of mankind. The use of brain knowledge in social spheres, including the organization, has found an increasing acceleration in the world, and organizational leadership issues as one of the key components of organizational change are not excluded. The organizational leadership based on neuroscience (neuroleadership) can be completely helpful in deepening the changes and the effectiveness of organizational change. Various models such as the SCARF and TECH model are the neuroleadership models that have the capacity to create effectiveness in organizational transformation. In this paper, the TECH model, which has dimensions of trust, empathy, stability, and hope, is further elucidated. This study is a descriptive and exploratory one that attempts to introduce a new perspective to organizational change leadership.