Leaders often need to project themselves into alternative situations, but there is a limited understanding of how, why, or when leader self-projection might influence their teams’ outcomes. Based on the notion that brain activity in the default mode network (DMN) underlies self-projection, such as future-oriented mental simulations, we argue that the effect of leaders’ DMN activity on team behavior such as collective role performance may be understood by considering both the leaders’ visionary behavior and their orientation towards socialized vision. Specifically, we posit that a leader’s trait-like brain activity in the leader’s DMN is associated with the leader’s visionary behavior. Furthermore, we argue that visionary leader behavior, when accompanied by socialized vision orientation, facilitates collective role performance of the team. As such, we examine the moderating role of a socialized orientation toward serving the interests of a wide range of stakeholders in reinforcing the positive effect of visionary leader behavior on collective role performance of team members, as well as the indirect effect of leader DMN activity on collective role performance via visionary leader behavior. We found support for our hypotheses using diverse research methodologies, including quantitative electroencephalogram (qEEG), multi-source multi-wave surveys, and interview coding.

领导者通常需要将自己投射到不同的情境中，但人们对领导者的自我投射如何、为何或何时会影响团队的结果知之甚少。基于默认模式网络 (DMN) 中的大脑活动是自我投射（例如面向未来的心理模拟）的基础这一概念，我们认为领导者的 DMN 活动对团队行为（例如集体角色绩效）的影响可以理解为既要考虑领导者的远见行为，又要考虑他们对社会化远见的取向。具体来说，我们假设领导者的 DMN 中的类似特质的大脑活动与领导者的远见行为有关。此外，我们认为，有远见的领导者行为，如果伴随着社会化的远景导向，会促进团队的集体角色表现。像这样，我们研究了社会化导向为广泛利益相关者的利益服务的调节作用，以加强有远见的领导者行为对团队成员集体角色绩效的积极影响，以及领导者 DMN 活动对集体角色绩效的间接影响通过有远见的领导行为。我们使用不同的研究方法找到了对我们假设的支持，包括定量脑电图 (qEEG)、多源多波调查和访谈编码。以及领导者 DMN 活动通过有远见的领导者行为对集体角色绩效的间接影响。我们使用不同的研究方法找到了对我们假设的支持，包括定量脑电图 (qEEG)、多源多波调查和访谈编码。以及领导者 DMN 活动通过有远见的领导者行为对集体角色绩效的间接影响。我们使用不同的研究方法找到了对我们假设的支持，包括定量脑电图 (qEEG)、多源多波调查和访谈编码。