Neuroscience of Leaders Who "Work Well With Others"

From my perspective, one of the most troublesome problems of the human species blocking the next evolutionary leap is the apparent reduction in empathy, compassion and the ability to "put oneself in another's shoes."

 During the past decade, the discovery of the "controversial" mirror-neurons in chimps, the potential of non-invasive, magnetic brain  stimulation, and the promise of empathy- enhancing substances such as oxytocin appear to be encouraging breakthroughs.

However, despite these and other physiological advances, the growing stress of living in a dangerously competitive world continues to ignite the flames of fear-based aggression among nations, cultures, races, businesses, families, groups and individuals.

 Moreover, I find it difficult to ignore the willful, self-serving fanning of those flames by powerful governments, industries, politicians and corporations and individuals who profit in many ways from the fear of difference that seems to be rampant on the planet.

 Consequently, my wish for the next advance in brain research would be the development of methods to permit populations to scientifically evaluate the brains of candidates before electing them to powerful positions of authority.

 In such a brave, new world, strength of leadership might include such characteristics as better control of impulsivity, a capacity to tolerate and understand the complexity of reality without false simplifications, better deductive reasoning and higher quality decision-making abilities. And although "even  paranoids may have real enemies," leaders should possess an enhanced capacity for actual empathy and compassion as well as an ability to quickly analyze risk and act decisively when necessary.

And while I'm dreaming, I should recommend development of a Gross National Happiness statistic to be added to the material indices we watch so carefully. It might produce data with which we could really evaluate the  value of our leaders.