A number of studies seek to integrate leadership research with the field of neuroscience, arguing that neuroscience can aid scholars and practitioners to identify and develop leaders with what I refer to as socially desirable brain characteristics, whereas those leaders not equipped with such characteristics can be subjected to interventions based on neuroscientific principles or methods. Scrutinizing an emerging body of research, I argue that many leadership scholars and practitioners overlook the wider ethical implications of neuroscientific approaches to identifying and developing effective leaders. Given the mounting interest in the topic, I also outline a number of useful sources and debates to better respond ethically to the use of neuroscience in leadership research.