Harnessing Neuroleadership Concept for Enhancing Management Efficiency and Business Sustainability in Supply Chain: a System of System Approach

Objective: This article explains how neuroleadership principles can be applied to enhance organizational performance and innovation within infrastructure industries. The article aims to show how neuroscience research can optimize the impact of leadership, increase emotional control, and activate cognitive resilience under high-stakes operational environments, and therefore contribute to sustainability and SDGs objectives. Theoretical Framework: The theoretical underpinning combines the SCARF model with neuroplasticity, arguing that conclusions drawn from brain research significantly inform leadership practice in infrastructure domains. Neuroscientific research explains the neural mechanisms that play a role in leadership effectiveness, decision-making ability, emotional control, and flexibility, which are all necessary for handling complex operating environments. Method: An integrative literature review methodology synthesizes previous research on neuroleadership across various industries such as healthcare, transport, shipping, energy, finance, construction, and retail. The review specifically targets academic literature that discusses brain-based leadership frameworks, neuroplasticity, and interventions that target leadership effectiveness, cognitive flexibility, emotional toughness, and organizational resilience. Results and Discussion: Results indicate considerable potential for neuroleadership to enhance organizational flexibility, innovation, and employee well-being in infrastructure operators. Discussion highlights best practices such as mindfulness-based interventions, scenario simulation, and cognitive training, with a focus on how these strengthen leadership resilience, decision-making quality, and crisis management ability, while exercising caution against excessive simplification of neuroscience application. Research Implications: The study informs inclusive policy design, strategic planning, and CSR reporting. Implications are particularly relevant for aviation management, HR professionals, and public service designers. Originality/Value: The article is the first to integrate neuroleadership precepts with sectoral applications in critical infrastructure operations, emphasizing convergence with sustainability and Sustainable Development Goals. The article makes novel contributions to the comprehension of how neuroscience-informed leadership strategies can significantly improve organizational performance, innovation, and human-centered management practices in high-consequence and high-complexity operational domains.