Measuring brain activity allows conclusions about human perception, thinking, and feelings. This opens up new possibilities for leadership research to clarify why some leaders are more successful and what they trigger in their employees. Neuroleadership attempts to make the findings of neuroscience useful for leadership practice. This chapter discusses why these attempts have sometimes been moderately successful and what should be considered when applying neuroscience leadership research. For this purpose, a practical example is first outlined and insight is given into content perspectives as well as theoretical and methodological approaches of neuroscientific leadership research. Current empirical findings are structured and recommendations for their application are given.