Quantification of choice has been a major area of research for neuro scientists for several decades. This is, in part, due to the discovery of the ‘Matching Law’ that stipulates that relative response rate on concurrently available alternatives ‘match’ the available relative reinforcement rates. This theoretical construct has been developed to describe response allocation in more complex situations. People often fail to design ‘rational’ decisions. Leadership agents are subject to multiple biases that affect the way they perceive events, act upon them and learn from experience. These behaviours cannot be ignored since they have disastrous consequences for organisations. When faced with complex decision, individuals engage in simplifying strategies. Adaptive decision making in real-world contexts relies on strategic simplifications of decision problems. Yet, neural mechanisms that shape these strategies and their implementation remain largely unknown.
Although we now know much about how brain encodes specific decision factors, much less is known about how brain selects among multiple strategies for managing computational demands of complex decision-making task. Expansion of neuroleadership parallels development of cognitive science. Neuroleadership has bridged the contrasting fields of leadership and psychology. Leadership, psychology, and neuroscience are converging today into a single, unified discipline with the ultimate aim of providing a single, general theory of human behaviour.