Neurocomplexity Leadership Theory: A Cognitive–Systemic Model for Decision-Making Under High Uncertainty
DOI:
https://doi.org/10.64137/31079423/IJEBMR-V1I2P103Keywords:
Neurocomplexity, Leadership theory, Brain networks, Uncertainty, Complexity science, Cognition, EntropyAbstract
This article introduces Neurocomplexity Leadership Theory (NLT), a new theoretical framework integrating neuroscience, complexity science, and leadership studies to explain how strategic decision-making functions under conditions of volatility, uncertainty, and system instability. Moving beyond psychological trait accounts, NLT conceptualises leadership as an emergent cognitive–systemic process grounded in neural network dynamics and nonlinear organisational feedback loops. Drawing from predictive processing, large-scale brain network theory, and adaptive systems science, NLT argues that decision quality emerges through the co-evolution of neural plasticity, uncertainty management, affective regulation, and contextual entropy absorption. The theory challenges traditional perspectives that view leadership attributes as stable traits or rational cognitive choices, proposing instead that effective leadership arises from the dynamic integration of cognitive networks capable of reorganising information under stress and unpredictability. The article synthesises empirical evidence from cognitive neuroscience, organisational studies, and social complexity to formalise a conceptual apparatus capable of explaining why some leaders thrive under uncertainty while others collapse. It concludes by outlining the scientific implications of neurocomplexity for education, leadership development, and institutional design
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