Neuroleadershiop focus on how people decide in a circumstance for solving a problem, how do they adjust their emotions, how they cooperate with others and affect them and how they facilitate and manage environmental changes. In fact  neuroleadership  places people in position of their job responsibilities. Neuroleadership as a field of knowledge, simultaneously appeared with the development of new research technologies that provides the ability to observe and record brain activity.

Something that is in common between neuroscience and neuroleadership is a direct result of developments in neuroscience in the last decade. First, the focus of neuroscience researchers on study of brain function in patients with brain damage, has changed to the normal group. Researchers focus on social cognitive processes. Second, extensive use of brain imaging techniques such as fMRI, and the development of social cognitive study, although these techniques have been used by neuroscientists since the 1990s, however, the use of these techniques has started as a pivotal role in social cognitive studies since 2000. Since then, cognitive social neuroscience has grown significantly and topics such as empathy, social exclusion, self-awareness, theory of mind, social factors affecting decision making, social relationships and emotional regulation all play an important role in organizational leadership theories.

Cognitive neuroscience experts, using techniques such as fMRI and ERP, for identify places in the brain that are activated during cognitive and social processes; for example, which places in the brain are activated when deciding? Using techniques such as fMRI, QEEG and ERP, you can record and observe the individual’s brain activity while performing various activities. They record people’s actions and reactions, when they watch a television advertisement or make decisions in stressful situations and so on, the functions of the brain affect the performance of people in different situations and how this impact will be recorded and analyzed using the above techniques. Many leadership and organizational management positions provide conditions that lead to similar behavior by leaders, all of these similar behaviors are actually based on different brain mechanisms in different people. The results of the above techniques allow neuroleadership specialists to identify these infrastructure mechanisms and explain why we have different behaviors in the same situations, or why we will have similar behaviors in different situations, topic that was not possible in traditional social-behavioral practices. Finally, in contrast to traditional social and behavioral approaches, neural neuroscience approaches to organizational management and management can determine and predict individual mental and behavioral states by examining brain activity. In many traditional approaches, people for various reasons avoid accurate expressions of their mental states, they will not be remembered many situations and thus do not give credible information, But using these techniques in social cognitive neuroscience will help us to realize that how a manager react in different situations and what mental and emotional states will experience and how to manage that position, finally through analyzing his behavior, we plan the necessary training to improve his performance.