In the context of digital transformation and the transition to hybrid work models, traditional team management methods are giving way to innovative approaches based on neuroscience. This article explores the role of biohacking—practices that optimize cognitive functions, self-regulation, and emotional intelligence (EI) as key factors in interpersonal interactions within teams. The topic is relevant given the rise in professional burnout among managers, exacerbated by the COVID-19 pandemic, with stress levels increasing by 30% according to the WHO. Russian scientists emphasize that EI, as a neurobiological foundation, reduces conflicts, while biohacking, through brain activity monitoring technologies, promotes the formation of resilient teams. Neuroscience reveals the mechanisms of brain regulation of emotions and cognitive processes, substantiating the effectiveness of learning based on brain function. The integration of biohacking with EI is based on neurobiological mechanisms: nootropics and breathing exercises correlate with a 20% increase in productivity. Russian research emphasizes the cultural context of collectivism, where EI is more effective. Application methods include diagnostics, training, and monitoring. The integration of EI and biohacking makes team management innovative, but requires an ethical approach and consideration of limitations (technological cost, cultural adaptation). Further research is suggested to focus on long-term effects and cross-cultural comparisons. The implementation of training to improve team effectiveness is recommended. The goal of this study is to analyze the integration of neuroscience into team management strategies, drawing on theoretical and empirical data from Russian research.
neuroscience, biohacking, emotional intelligence, team management, innovation
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