Neuroleadership – Good Leadership Starts in the Mind

by Oliver Cynamon

Good leadership is not a given. On the contrary. The latest Gallup Engagement Index 2025 shows that 13% of employees surveyed in Germany have mentally checked out. 77% have little emotional attachment to their employer and are merely going through the motions. Can we afford this? 

The printing industry is facing a shortage of young talent. Fewer and fewer young people are interested in a job in print. At the same time, many baby boomers are retiring from the workforce. As a result, the industry is running out of workers. Automation and AI will partially offset this, but not entirely. In this regard, the emotional attachment of good employees to the company becomes a key success factor, and leadership becomes a crucial element.

In medium-sized companies, many managers typically learn to lead “on the job.” They qualify for leadership roles through a high level of technical expertise, thereby taking on more and more responsibility and, ultimately, the leadership of a team or department. In this context, leadership is usually limited to “management”—that is, the goal-oriented steering, organizing, and directing of business processes. Surveys of managers show that around 90% of their working time is spent precisely on this: keeping the business running. 

However, leadership has two other dimensions. One is the individual development of employees. In many cases, barely 10% of their time remains for this coaching. The most important part of the leadership role—which in many companies accounts for less than 5% of time—is almost entirely neglected: leadership. Yet this is precisely where the key lies to inspiring employees and fostering their emotional attachment to the company.

Leadership is the ability to inspire, motivate, and empower people through a clear vision to achieve a common goal. As soon as this principle is linked to insights from neuroscience—the study of how our brains work—we speak of neuroleadership. This isn’t about manipulation, but rather about gaining a better understanding of human needs. Here’s an example: What happens in your brain when you hear the word “change”? Your brain equates change with uncertainty and thus classifies the situation as a threat. The result: Your brain releases stress hormones that trigger discomfort, resistance, or even fear within you. You react by lashing out verbally, fleeing physically, or emotionally shutting down. This happens automatically because it’s subconscious. Fortunately, the brain does not remain in this state of shock indefinitely. Thanks to a phenomenon known as neuroplasticity, it is capable of adapting throughout life, forming new synaptic connections, and transforming the initial “threat” into a new, energy-efficient routine. However, this requires time, repetition, and—ideally—a sense of self-determination.

Our brain is programmed for safety and social belonging. When these needs are met, the brain activates our reward system. When they are violated, it switches to threat mode—with direct effects on motivation, creativity, and performance. That’s why we’ve put together five practical tips to help you incorporate a little more neuroleadership into your daily leadership practice.

1. Create as much security as possible 

We live in an uncertain world. This uncertainty has a direct impact on us as human beings—on how we think, feel, and act. That’s why clarity is so important. Communicate goals, expectations, and upcoming changes as transparently and frequently as possible. Even if you don’t have all the answers yet, clarity and openness go a long way toward reducing uncertainty.

2. Give people room to maneuver

Many traditional leadership approaches are based—implicitly, and sometimes explicitly—on pressure, control, and hierarchy. Yet from a neurobiological perspective, these very mechanisms are counterproductive. Constantly monitoring employees robs them of autonomy—and often of productivity as well. Therefore, give them freedom wherever it makes sense and is possible. Even a small degree of decision-making autonomy can significantly boost motivation. 

3. Show your appreciation 

All too often, leadership follows the motto “no criticism is praise enough”—but this does not create a sense of appreciation. Genuine recognition, on the other hand, activates the brain’s reward system, triggering the release of happiness hormones. The brain registers: “What you just did was good. Do it again!” Motivation and willingness to perform thus continue to grow, and the sense of trust and social connection is strengthened. This fosters pride and boosts self-esteem, which in turn dampens the stress response. But be careful: Our brain has an excellent “bullshit detector.” If recognition is superficial, manipulative, or vague, the release of happiness hormones doesn’t happen.

4. Strengthen the sense of belonging

Our brains react to exclusion or isolation in the workplace with existential stress. When employees, on the other hand, feel a sense of belonging, their brains switch from survival mode to creative mode. Studies (e.g., BetterUp, 2019) have shown that in this mode, employee turnover drops by 50% and work performance increases by an average of 56%. The brain no longer diverts energy toward worrying about one’s own status but instead uses its full capacity for creative problem-solving. Since chronic social stress weakens the immune system, a culture of belonging has been shown to lead to fewer days of absence.

5. Prioritize Fairness

Our brain does not respond to unfairness with logical thinking. Instead, the area responsible for feelings of disgust and physical pain is activated. Although an action we perceive as unfair does not physically harm us, it causes us emotional pain in a comparable way. The brain makes no distinction here. Therefore, ensure that your decisions are transparent, understandable, and fair.

Understand Better, Lead Better

Neuroleadership is not a short-term trend, but rather an expression of a deeper understanding of leadership. It combines scientific insights with practical application. Especially in a complex and dynamic work environment, this understanding becomes a decisive factor for success. After all, ultimately, it’s not about changing people, but about creating conditions under which they can perform at their best.