Research Topic To operate in the contemporary competitive business world, companies must encourage their staff members to develop an array of skills associated with decision-making, critical thinking, innovativeness, resourcefulness, etc. (Bocken, Short, Rana & Evans 2014). Therefore, changes must be made to HR strategies on both leadership- and management-related levels. Thus, staff members will develop the required amount of independence and at the same time be easily controlled by managers. For this purpose, the use of social cognitive neuroscience (SCN) will have to be considered (Spreng & Andrews-Hanna 2015). It is expected that the application of SCN will be compatible with the leadership strategies that are aimed at enhancing employees’ motivation and leading to a steep rise in the levels of corporate loyalty. Thus, SCN can become an integral part of the corporate HRM system. Literature Review Although studies of cognitive processes might seem too distant from leadership and management thematically, recent research points to the fact that adopting neuroscience-related strategies in an organizational environment are likely to lead to impressively positive outcomes (Waldman, Balthazard & Peterson, 2011). Deepening the understanding of the subject matter is bound to open a plethora of opportunities for enhancing decision-making processes in a corporate setting (Butler 2017). Particularly, Butler (2017) refers to organizational cognitive processes (OCN) as the tools for introducing the concept of co-production into the organizational design and, therefore, improving the performance of the staff to a considerable extent. The secret to the identified approach lies in the opportunity to acquire the ability to think critically and make decisions based on a quick analysis of extrinsic and intrinsic factors on a cognitive level (Waldman, Balthazard & Peterson 2009). Furthermore, a cognitive approach as the means of boosting staff’s performance can be combined with an inspirational leadership strategy, according to Waldman, Balthazard, and Peterson (2011). Consequently, a significant obstacle that typically poses a threat to a successful application of changes in an organizational setting can be avoided successfully. Namely, the issue of resistance toward change, which can be observed among employees during a redesign of corporate strategies, can be managed efficiently by increasing motivation, loyalty, and engagement levels among staff members (Dahl 2016). Research also shows that the emphasis on a collective vision and reinforcement of corporate values, as well as the concept to which Waldman, Balthazard, and Peterson (2009) referred as the “collective ‘we’” (p. 65), also affects the increase in both performance and corporate loyalty levels among employees. Thus, stressing the importance of team building and active endorsement of corporate values must be viewed as a priority when introducing staff members to cognitive neuroscience techniques. Put differently, organization members must define themselves as part and parcel of a company, at the same time realizing their individuality and using their unique assets to contribute to the corporate growth (Hyder, Ansari, Ramish, Yasir & Fasih 2017). It would be wrong to claim, though, that the subject matter is entirely devoid of controversy. For instance, Butler, O’Broin, Lee, and Senior (2015) point to the fact that the identified strategy is often associated w