# Combining Virtual Reality and Organizational Neuroscience for Leadership Assessment
## Literature Review
### Biological Implicit Measures of Leadership Behavior  
As mentioned previously, leadership styles have been mainly studied using self-reported measures, and only a limited number of studies have taken into consideration the role of implicit leadership signals. Scholars have deemed such an overreliance on explicit measures to be problematic and have suggested that there are opportunities to research implicit measures complementary to conventional organizational behavior surveys or qualitative methods in order to aid theory building and to better understand the role of physiological processes in leader behaviors [22]. Hence, to further leadership research, we assess ROL and TOL styles, which are often measured with self-reported questionnaires, using organizational neuroscience (ON) methods. Behavioral management scholars have used neuro-physiological techniques like heart rate variability, eye tracking, Electroencephalograms (EEG), and Galvanic Skin Response (GSR) in leadership and team research [23; 24]. Following previous scholarly works like those by [PERSON] et al. [25], we also apply a multi-method approach, combining 3D serious games in a virtual reality environment, ON eye tracking, and machine learning to capture and analyze these leader behavior variables. Indeed, leaders' behaviors could be seen as an outcome of dynamic interactions in social situations, which can depend on various explicit and implicit factors such as decision-making behavior, nonverbal body language, gestures and postures, verbal cues, and eye-gaze patterns. In this regard, the flexibility allotted by the ECD framework is helpful in developing various contextual scenarios in a virtual environment that would require individuals to apply various decision-making behaviors. For this study, we focus on decision-making and utilize [PERSON] decision style theory [26] to generate the hypothesized relationships between leader behaviors and decision-making styles. According to the theory, an individual's decision-making style would depend on how one comprehends and perceives the situation and chooses to respond to stimuli. Individual decision-making styles tend to have a high task focus or relationship focus. The cognitive complexity of one's low tolerance for ambiguity often relates to the individual focusing on tasks and structure, whereas leaders who primarily concern themselves with human and social values tend to focus on relationships [27]. [PERSON] and [PERSON] [26] linked their decision style typology to individual needs of task and relationship orientation and posited that directive decision-makers are primarily driven by their need for power and behavioral decision-makers are concerned with the need for affiliation [28; 29]. Because directive decision-makers have a low tolerance for ambiguity, they have a strong desire for structure, rules, and procedures [27], which is considered similar to initiating structural leadership behavior [30]. An instance of directive decision-making would involve giving clear orders to subordinates and executing the decisions made. While behavioral decision-makers also have a low tolerance for ambiguity, their concern relates to maintaining good relationships by offering psychological support and encouragement to followers in complex situations [27]. An instance of behavioral decision-making involves communicating consistently with followers and seeking and utilizing their feedback when making decisions. Furthermore, we hypothesize that the relationship between leadership and decision-making styles would be detected in an ECD/3 DSG framework using ON methods. Social eye-gaze patterns refer to the implicit and automatic tendency to focus one's attention on others' behaviors and to interpret social cues of relevance for decision-making behavior (for a review, see [31]). According to social attention theory, visual attention allows people to recognize each other, communicate their mental states, and predict others' behaviors [32].