• Katia Rovelli and Michela Balconi.
• International research center for Cognitive Applied Neuroscience (IrcCAN), Università Cattolica del Sacro Cuore, Milan, Italy; Research Unit in Affective and Social Neuroscience, Department of Psychology, Università Cattolica del Sacro Cuore, Milan, Italy. Electronic address: katia.rovelli@unicatt.it.
• Neuroscience. 2025 Feb 16; 567: 249260249-260.

AbstractThis study investigates the neural and physiological mechanisms underlying External Referent Decision Awareness (ERDA) within organizational contexts, focusing on hierarchical roles (Head, Peer, Staff). Twenty-two professionals participated, and electroencephalographic (EEG frequency band: Delta, Theta, Alpha, Beta, Gamma) and autonomic indices (skin conductance and cardiovascular indices) were recorded, while personality traits and decision-making styles were assessed. Results revealed higher Delta and Theta activation in the left temporo-parietal junction (TPJ) during Peer-related decisions, reflecting increased social cognition and ambiguity regulation in those contexts. Gamma activity, associated with high-order cognitive processes, was prominent in the left frontal cortex across all roles, indicating complex decision evaluation. These findings underscore the complexity of low-frequency bands (Delta and Theta), involved in emotional regulation and social cognition, while high-frequency bands (Gamma) reflect cognitive integration and decision complexity. Furthermore, autonomic data showed higher Skin Conductance Levels (SCL) for Head decisions, suggesting greater emotional involvement.The findings revealed a significant negative correlation between avoidant decision-making styles and the neural and behavioral evaluations of leader decisions, suggesting reduced engagement of neurocognitive systems involved in reward processing and evaluative judgment in individuals with a tendency to avoid decision-making. Additionally, higher extraversion correlated with more favorable evaluations of decisions made by Staff, potentially indicating greater activation in neural circuits associated with social reward and group dynamics. In conclusion, these findings suggest that neural activity and personality traits interact to shape hierarchical decision-making awareness, highlighting the need for tailored leadership and decision-making strategies in organizations.Copyright © 2025 International Brain Research Organization (IBRO). Published by Elsevier Inc. All rights reserved.

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