Leading Creative Teams with the Brain in Mind: A Neuroscience Perspective on Team Safety and Innovation in Design Leadership

Abstract

Leading creative teams effectively requires understanding the neurocognitive and psychological aspects of human behavior. This paper introduces a neuro-informed perspective on design leadership, focusing on psychological safety and creativity. Psychological safety, a belief in safe risk-taking, is linked to the brain ’s threat detection systems. When absent, it hinders prefrontal function, trust, and imaginative thinking. Conversely, safety fosters learning and innovation. Creativity is a neurobiological process involving brain networks like the DMN, ECN, and SN. Emotional regulation and cognitive diversity are key. The paper integrates these insights with leadership strategies, offering guidance on building trust, designing feedback, structuring team environments, and managing creative tension. It helps leaders harness cognitive diversity and establish conditions balancing stability with risk-taking. The goal is to move beyond intuition to a leadership model grounded in the brain’s needs, fostering creative cultures where safety and innovation work together