During the last few years, the interest of management and organization psychology has been characterized by the investigation on generative attitudes within organizations; observing how companies promote generative relationships, which are characterized by an openness towards the confrontation with the others, meant as a co-execution of actions in order to achieve common goals. In this perspective, the latest organizational operation of the companies abandons the classical vision of the organization as deterministic, therefore characterized by a linear relationship between variables with standardized corporate results, and requires the presence of an innovative leadership model in which the organizational role is not covered by a person who exercises his authority over others by imposing his own individual vision. Actually, the new leadership model, unlike classical theories on the leader’s figure, promotes and facilitates the evolution of interaction behavior by creating conditions for the self-organization of the individuals and by creating contexts that promote interconnections and mutual exchanges. The new position of "generative" leaders values each component of the work team through a focus on "care", improving relational effectiveness and promoting the decision-making autonomy of their cooperators. Due to this new perspective in corporate contexts, the interest in neuroscience has focused on the study of components that can favor a well-being environment, focusing on leadership skills and relational dynamics.
Keywords: Generative leadership, generative organizational systems, social neuroscience, neuroleadership, decision-making autonomy, interdependence.
Michela Balconi, Giulia Fronda, Maria Rosaria Natale, Enrico Rimoldi, Why generating leadership. The contribute of neuroscience in "RICERCHE DI PSICOLOGIA " 3/2017, pp. 365-383, DOI:10.3280/RIP2017-003007