The Science of Leadership

In this episode of The Science of Leadership, host Tom Collins sits down with retired Army Lieutenant General Doug Gabram, an Apache aviator who commanded troops from the captain level all the way to a three-star general. Together, they explore why trust is the "fuel for all of life" and the foundational ingredient for building championship teams. Doug shares deeply personal stories from the battlefield in Iraq and Afghanistan, illustrating the life-and-death difference between implied trust—based on rank and title—and earned trust, which is forged through shared sacrifice and repetition. From the poignant "Bearcat 6" story to the critical decision to trust an international partner in a dangerous city, this conversation provides a raw look at how trust is built, tested, and remembered. Key topics include: Implied vs. Earned Trust: Understanding the transition from trusting a position to trusting the person behind it. The "Audio and Video" Match: Why a leader’s actions must align with their words to maintain reliability. Distrust as a Force: How the absence of trust isn't neutral, but a driving force that actively erodes relationships and team performance. The Four Cs of Trust: How Character, Competence, Caring, and Communication serve as the pillars of reliable leadership. The Science of Perception: A look at the Mayer, Davis, and Schoorman model, which identifies Ability, Benevolence, and Integrity as the three keys to being trusted. Practical Trust-Building: Five concrete steps leaders can take today to foster a culture of reliability and honesty. "Do the right thing, the right way, for the right reason—even when it costs you." Tune in to learn how to move your team from "good" to "great" by mastering the most important ingredient in leadership. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080–1094. Cloud, H. (2023). Trust: Knowing when to give it, when to withhold it, how to earn it, and how to fix it when it gets broken in life and business. Worthy Books. Collins, T. (2025). The four stars of leadership: Scientifically-derived principles from America’s highest-ranking leaders. Four Star Leaders Covey, S.M.R. (2008). The speed of trust: The one thing that changes everything. Free Press. Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.

In this episode of The Science of Leadership, host Tom Collins and co-host Justin Hamrick dismantle the myth that relationship-building is a "soft" or optional skill in professional environments. They argue that leadership is fundamentally relational, and while authority can be granted by a title, true influence is earned through the "space between people." The discussion explores the intentional effort required to build human connections that act as "self-healing concrete" during times of organizational stress. From the survival story of Sir Ernest Shackleton’s Endurance expedition to modern scientific theories like Leader-Member Exchange (LMX), this episode provides a roadmap for leaders who want to move beyond transactional management and toward true collective greatness. Key topics include: Intentionality Over Accident: Why relationships must be built with the same planning and effort as a civil engineering structure. The "Extra" Factor: Why team members only provide discretionary effort when they feel known, valued, and cared for by their leader. The Math of Leadership: How building strong relationships allows a leader to access a wider distribution of capability, perspective, and energy. High-Quality Connections: The science behind how even brief, positive relational moments can improve team cooperation, learning, and resilience. Humility and the Difficult Person: Strategies for connecting with challenging team members by recognizing their intrinsic human value. The Relationship Bank: Why strong leaders make emotional deposits long before they need to make "withdrawals" during a crisis. "You may get their job out of them, but you’ll never get the 'extra' without a relationship." Tune in to learn five practical steps you can take tomorrow to strengthen your team’s relational foundation. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Dutton, J. E., & Heaphy, E. D. (2003). The power of high-quality connections. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 263–278). Berrett-Koehler. Lansing, A. (2014). Endurance: Shackleton’s incredible voyage. Basic Books. Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader-member exchange (LMX) and performance: A meta-analytic review. Personnel Psychology, 69(1), 67–121. https://doi.org/10.1111/peps.12100 Ng, T. W. H., & Sorensen, K. L. (2008). Toward a further understanding of the relationships between perceptions of support and work attitudes: A meta-analysis. Group & Organization Management, 33(3), 243–268. https://doi.org/10.1177/1059601107313307 Stephens, J. P., Heaphy, E., & Dutton, J. E. (2011). High-quality connections. Center for Positive Organizations, Stephen M. Ross School of Business, University of Michigan.

In this episode of The Science of Leadership, host Tom Collins is joined by Captain Butch Wilmore, a retired NASA astronaut and Navy test pilot, for a gripping discussion on leading when the original plan no longer fits reality. Capt. Wilmore shares his first-hand account of the Boeing Starliner’s first crewed flight, which transformed from an eight-day test mission into an unplanned eight-month stay aboard the International Space Station (ISS) after critical thruster failures mid-docking. The conversation delves into the concept of sensemaking—the ability to interpret incomplete information and update mental models in high-stakes environments . Butch explains the technical and psychological hurdles of losing four thrusters during rendezvous and how his decades of flight test experience and personal faith allowed him to remain "content" rather than "fretting" when certainty disappeared. Key topics include: The Anatomy of a Crisis: A step-by-step breakdown of the Starliner docking challenges and the split-second decisions required to maintain control of the spacecraft. The Discipline of Sensemaking: How leaders must resist the urge to move too quickly or too slowly, instead relying on preparation to update their understanding of a changing reality. High-Reliability Organizations (HROs): Why successful teams defer to expertise over rank and stay alert to small warning signs before they become catastrophes. Emotional Regulation: The importance of maintaining a "calm that spreads" and how personal conviction can replace fear in life-threatening situations. The Origin of Decision-Making: Navigating the complex relationship between the crew on the controls and the "army of people" in Mission Control. Wings Up: A look back at how the rigor of Tennessee Tech University shaped the determination and "sponge-like" mind required for NASA and flight school. "You can either shift the mindset or you can fret. And what does fretting do? Absolutely no good whatsoever." Tune in to learn how to operate successfully when the timeline is unclear and the consequences are real. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35(4), 627–647. https://doi.org/10.5465/amr.35.4.zok627 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Hoboken, NJ: Wiley. Klein, G. (1998). Sources of power: How people make decisions. Cambridge, MA: MIT Press. Klein, G. (2008). Naturalistic decision making. Human Factors, 50(3), 456–460. https://doi.org/10.1518/001872008X288385 McChrystal, S. (2015). Team of teams: New rules of engagement for a complex world. New York, NY: Portfolio. Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5–39. https://doi.org/10.1177/0149206309347376 Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications. Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed.). San Francisco, CA: Jossey-Bass.

In this episode of The Science of Leadership, host Tom Collins sits down with General Gene Renuart, a retired U.S. Air Force four-star general and former commander of NORAD and NORTHCOM. Together, they tackle a provocative leadership principle that challenges modern organizational norms: Trying to create consensus on everything is doomed to mediocrity. General Renuart argues that while seeking diverse input is essential, requiring total agreement often leads to "regression to the mean," where the best ideas are averaged down into safe, middle-of-the-road solutions. The discussion moves beyond military command to explore why consensus is so alluring—often serving as a way to diffuse responsibility and reduce personal risk—and how it can inadvertently breed "groupthink." Key topics include: The Math of Mediocrity: Understanding why "averaging" opinions mathematically moves a team away from peak strategy toward the mean. Voice vs. Veto: The critical distinction between giving everyone a voice in the process and giving everyone the power to block progress. The Safety Lure: Why leaders often hide behind consensus to avoid being solely accountable for difficult decisions. Historical Perspectives: Insights from Alfred Sloan’s cabinet at General Motors and Abraham Lincoln’s leadership during the Civil War. The Science of Dissent: Why high-performing teams encourage disagreement before a decision is made and then align completely once a path is chosen. Practical Frameworks: Three principles to avoid the consensus trap, including insisting on intentional dissent and being explicit about decision rights. "People don't need to agree with the decision to trust the leader; they need to believe the process was fair and the leader was competent." Tune in to learn how to foster an input-rich environment without sacrificing the boldness required for true success. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ REFERENCES Janis, I. L. (1982). Groupthink: Psychological studies of policy decisions and fiascoes (2nd ed.). Houghton Mifflin. Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley. Kerr, N. L., & Tindale, R. S. (2004). Group performance and decision making. Annual Review of Psychology, 55, 623–655. Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making. University of Pittsburgh Press.

In this episode of The Science of Leadership, host Tom Collins welcomes back Rob Carter, former CIO of FedEx, for a deep dive into the grit and intentionality required to lead high-performance teams. Moving beyond the "ethereal" side of leadership, Rob shares raw insights from his storied career—including leading global technology through the unprecedented pressures of the COVID-19 pandemic. The conversation centers on the "Burden of Leadership," exploring the difficult reality that high performance is never found in the easy path. Rob discusses the necessity of situational leadership, explaining how even a naturally congenial leader must occasionally "draw the sword" to maintain accountability when stakes are high. Key topics include: Intentionality vs. Drift: Why great organizations don't happen by accident and why leadership must be an intentional, non-static act. The High-Performance Framework: Rob breaks down the five pillars of elite execution: Purpose (Why), Vision (What), Urgency (When), People (Who), and Framework (How). Commander’s Intent: Learning from military constructs to provide clarity without micromanagement, giving teams the space to act within a clear mission objective. The "Power of Story": How rewriting your internal narrative can combat imposter syndrome and align your daily actions with the leader you hope to become. The 12 O'Clock High Lesson: A famous leadership assignment from FedEx founder Fred Smith that teaches the cost of accountability and the weight of command. Intentional Culture: Shifting from "accidental" culture to a "virtuous circle" of People-Service-Profit. "Easy is never a condition of high-performance teams." Join us for a candid look at the hard choices and specific mindset required to lead when the world changes overnight. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ REFERENCES Bartlett, S. (Producer), & King, H. (Director). (1949). 12 o’clock high [Film]. 20th Century Fox. Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425–445. https://doi.org/10.1037/0021-9010.86.3.425 Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19–43. https://doi.org/10.1146/annurev-orgpsych-032516-113108 Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7 Loehr, J. (2008). The power of story: Change your story, change your destiny in business and in life. Free Press. Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta-analytic review. Journal of Applied Psychology, 101(1), 67–104. https://doi.org/10.1037/apl0000047 Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001 Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066X.55.1.68 Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review. Journal of Applied Psychology, 96(5), 1105–1124. https://doi.org/10.1037/a0024137

In this episode of The Science of Leadership, host Tom Collins, MD is joined by Richard Benson-Armer, a former senior partner at McKinsey and veteran Chief Strategy Officer, to strip away the buzzwords and "incantations" surrounding the word strategy. Strategy is often confused with goals, budgets, or wishful thinking, but real strategy is an integrated set of choices designed to position an organization for success in a specific environment. The conversation moves beyond theory into the "hard work" of making deliberate trade-offs. Richard shares high-stakes stories from his career—including the massive pivot of the Thomson Corporation from newspapers to digital media—to illustrate how identifying unique assets and deciding what not to do are the hallmarks of a winning plan. Key topics include: The Strategy Test: Why a strategy isn't a goal like "becoming number one," but a framework for overcoming a specific diagnosis or problem. The Power of "No": Understanding that real strategy requires choosing which profitable activities to abandon in order to focus finite resources. Case Studies in Prescience: How Thomson Reuters and AB InBev utilized market insights and unique competencies to transform from local players into global powerhouses. Solving for Impact: Distinguishing between the intellectual exercise of "solving the problem" and the organizational alignment required to deliver real-world results. The Science of Alignment: Leveraging the research of Michael Porter, Kaplan, and Norton to reinforce positions through coherent activities. A Practical 7-Step Framework: A concrete roadmap for leaders to identify problems, assess landscapes, and communicate strategy relentlessly. "Strategy is not a choice; it’s an imperative." Learn why the most brilliant strategies are often the simplest to explain and how to sharpen your organization’s "ax" to move forward more efficiently. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ REFERENCES Eisenhardt, K. M., & Sull, D. (2001). Strategy as simple rules. Harvard Business Review, 79(1), 106–116. Kaplan, R. S., & Norton, D. P. (2008). The execution premium: Linking strategy to operations for competitive advantage. Harvard Business Press. Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Free Press. Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61–78. Rumelt, R. (2011). Good strategy, bad strategy: The difference and why it matters. Crown Currency. Rumelt, R. (2022). The crux: How leaders become strategists. Public Affairs. Shanafelt, T. D., Goh, J., & Sinsky, C. (2017). The role of leadership in physician burnout: A national survey of physician leaders. Mayo Clinic Proceedings, 92(1), 129–146.

In this episode of The Science of Leadership, hosts Tom Collins and Justin Hamrick dive into one of the most essential, yet frequently neglected, leadership practices: knowing your people. While it may sound simple, truly knowing those you lead requires time, intentionality, and a commitment to seeing them as human beings rather than just task-producers. The discussion explores why leadership is fundamentally relational, not transactional, and how understanding a team member's personal "story" can transform organizational culture. From tailoring rewards to avoiding the "pizza party" trap, Tom and Justin provide a roadmap for building deep, meaningful connections that drive performance. Key topics include: Defining "Knowing Your People": Breaking it down into three core pillars: understanding their human motivations, the circumstances shaping their performance, and their potential for growth. The "Tell Me Your Story" Method: Tom shares his approach to mentoring, including why he sets aside two hours to listen to a person’s real story—beyond their resume. 🔸Tailored Leadership: Why "uniform" leadership fails and why you must adapt your approach based on whether a team member needs autonomy, encouragement, or a specific type of recognition. The Science of Connection: A look at Leader-Member Exchange (LMX) theory and Self-Determination Theory, which highlight the human need for "relatedness" as a primary performance driver. The Cost of Not Knowing: How failing to understand a team member’s personal circumstances or "love language" at work can lead to burnout and talent loss. Practical Frameworks: Five concrete steps leaders can take on Monday morning to ask better questions, watch for patterns, and follow up effectively. "People remember the moments when they felt seen and valued." Join us as we unpack how to move past the superficial and develop the trust that makes people "walk through walls" for their team. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Chapman, G., & White, P. (2019). The 5 languages of appreciation in the workplace. Northfield Publishing Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/s15327965pli1104_01 Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5 Hersey, P. (1984). The Situational Leader. Center for Leadership Studies. Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training and Development Journal, 23(5), 26–34. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-z Northhouse, P. (2015). Leadership: Theory and practice, 7th ed. SAGE Publications. Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066x.55.1.68 Thompson, G., & Vecchio, R. P. (2009). Situational leadership theory: A test of three versions. The Leadership Quarterly, 20(5), 837–848. https://doi.org/10.1016/j.leaqua.2009.06.014

In this episode of The Science of Leadership, host Tom Collins welcomes back retired U.S. Navy Admiral Scott Swift, former commander of the U.S. Pacific Fleet. Together, they tackle a fundamental leadership failure: the tendency to treat every operational hiccup as a five-alarm fire. Admiral Swift shares his "don't run, it startles the horses" philosophy, arguing that leaders who thrive on constant firefighting ultimately fail to build sustainable, strategic organizations. The conversation explores the difference between being a first responder and a strategic leader, emphasizing that true leadership investment must be focused on long-term trajectory rather than day-to-day turbulence. Key topics include: The Firefighter Trap: Why organizations that focus solely on crisis response eventually lose the ability to focus on fire prevention. The "Why, How, and What": A framework for moving beyond immediate incidents to identify systemic failures. Delegation vs. Responsibility: The critical need to delegate authority down while the leader retains ultimate responsibility. The Science of Stress: How chronic "crisis mode" elevates cortisol, reduces cognitive flexibility, and leads to team burnout. Signal to Noise Ratio: Protecting your team's attention and emotion by maintaining a calm, methodical presence. The Eisenhower Matrix: Using the "urgent vs. important" framework to categorize issues and prevent organizational "brain lock". "It is so easy to judge because it is so hard to understand." Learn how to step out of the "crisis corner" and start leading with the foresight and composure required for elite operational success. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823. https://doi.org/10.1016/j.leaqua.2004.09.003 Bligh, M. C., Kohles, J. C., & Meindl, J. R. (2004). Charisma under crisis: Presidential leadership, rhetoric, and media responses before and after the September 11th terrorist attacks. The Leadership Quarterly, 15(2), 211–239. https://doi.org/10.1016/j.leaqua.2004.02.005 McEwen, B. S. (2006). Protective and damaging effects of stress mediators: The good and bad sides of the stress response. Metabolism, 55(2), S20–S23. https://doi.org/10.1016/j.metabol.2005.09.008 Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed.). Jossey-Bass.

In this episode of The Science of Leadership, hosts Tom Collins and Justin Hamrick dive into a deceptively simple principle that separates elite leaders from the rest: giving the credit and taking the blame. While many in leadership positions are quick to do the opposite, high-trust leaders understand that shining the spotlight outward during success and stepping forward during failure is a recipe for team excellence. The discussion moves from the historical battlefields of D-Day to the modern medical workroom, exploring the psychological and strategic impact of ownership. Key topics include: The Eisenhower Standard: A look at the two letters General Dwight D. Eisenhower wrote before the D-Day invasion—one praising the troops for success and another accepting sole responsibility for failure. The Science of Ownership: Why taking responsibility isn't just "noble"—it’s backed by research that shows it increases psychological safety, learning, and team adaptability. Trust and Motivation: Examining studies that prove leaders who acknowledge the contributions of others are rated as more trustworthy, ethical, and effective. Leadership in Practice: Tom shares a personal story of defending a trainee against a berating colleague, illustrating how "having the team's back" transforms culture. The Contagion of Behavior: How leadership habits propagate through an organization, either creating a "foxhole mentality" or a culture of self-protection. Strategic Humility: Why four-star generals and admirals view giving credit as a strategic tool to empower people and ensure they feel safe reporting small mistakes before they become disasters. "What leaders tolerate becomes the culture, but what they celebrate defines the team." Learn four practical habits you can activate on Monday morning to shift your mindset from "me" to "we" and build a team that will walk through walls for you. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823. https://doi.org/10.1016/j.leaqua.2004.09.003 Owens, B. P., & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55(4), 787–818. https://doi.org/10.5465/amj.2010.0441 Silard, A., Miao, C., Rego, A., Akkan, E., Yoon, D. J., & Qian, S. (2025). Leader expressed humility: A meta-analysis and an agenda for future research. Personality and Individual Differences, 242, 113196. https://doi.org/10.1016/j.paid.2025.113196 OUCI+1 National Archives Website https://www.archives.gov/publications/prologue/2004/summer/ike-two-d-day-messages?_ga=2.99698398.1527088957.1766662958-894264562.1766662958

In this high-stakes episode of The Science of Leadership, host Tom Collins sits down with Dr. Sofie Morgan, an emergency medicine physician and Associate Chief Medical Officer at the University of Arkansas for Medical Sciences. Drawing from her frontline experience in life-and-death scenarios—including managing the influx of victims from a mass shooting—Dr. Morgan reveals the critical communication strategies required when everything is on the line. The conversation explores how leaders can cut through the "emotional contagion" of a crisis to provide clarity, steadiness, and a clear path forward for their teams. Key topics include: The Anatomy of Crisis Communication: Why effective messaging must be clear, calm, and succinct to regulate the emotional temperature of the room. Command and Control vs. Trust: Understanding why directive leadership is essential in a crisis, and how it must be built on a foundation of pre-established trust and psychological safety. The "Individual Crisis": How leaders can identify when a team member has "frozen" in the moment and use validation and simple steps to move them back toward action. The Science of Stress: Examining research that shows clear communication can reduce time to intervention by 30% and why individuals instinctively seek authoritative cues under pressure. Practical Crisis Protocols: Concrete steps for leaders, including the "mini-pause," narrating your thought process, and closing the communication loop to ensure verification. The "Cake" Analogy: Why communication is not a "soft skill" or mere icing, but a core ingredient of effective leadership and medical care. Whether you are leading a medical team, a corporate department, or a community organization, this episode provides a scientific and practical roadmap for maintaining order in the face of chaos. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Leach, J., & Griffiths, A. (2014). Restriction in cognitive capacity in emergency responders during critical incidents. Ergonomics, 57(11), 1627–1642. https://doi.org/10.1080/00140139.2014.939244 Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734. https://doi.org/10.5465/amr.1995.9508080335 Street, M. H., Thomas, E. J., Patel, M. B., & Boyle, K. B. (2020). Association of rapid response team communication with time to clinical intervention and patient outcomes. JAMA Network Open, 3(11), e2028735. https://doi.org/10.1001/jamanetworkopen.2020.28735

In this episode of The Science of Leadership, host Tom Collins and co-host Justin Hamrick tackle one of the most challenging aspects of management: dealing with difficult personalities. From the "brilliant jerk" to the "energy vampire," difficult individuals can erode team cohesion and stall organizational progress. The discussion moves beyond simple vent sessions to explore the psychological underpinnings of why certain people are difficult and, more importantly, how leaders can effectively manage them. Drawing on research and real-world experience, the hosts provide a framework for maintaining your own emotional stability while navigating interpersonal conflict. Key topics include: The Anatomy of a Difficult Personality: Identifying the difference between a high-performer with a "rough edge" and a truly toxic individual who undermines the team. The Cost of Inaction: Why leaders often wait too long to address behavior issues and the devastating impact this has on team morale and productivity. The "Mirroring" Trap: Understanding how difficult people can trigger us into reacting in kind, and how to break the cycle by maintaining professional boundaries. Communication Strategies: Practical tools for having "hard conversations," including focusing on specific behaviors rather than personal attacks. When to Walk Away: Recognizing the point at which a relationship or a team member is beyond repair and the necessity of "getting the wrong people off the bus." Self-Care for Leaders: Strategies for protecting your own mental health and energy when dealing with chronic negativity. Whether you are dealing with a defensive peer, a disruptive subordinate, or a challenging superior, this episode offers data-driven insights to help you lead through the friction and protect your team’s culture. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ REFERENCES Andersson, L. M., & Pearson, C. M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24(3), 452–471. https://doi.org/10.5465/amr.1999.2202131 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley. Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178–190. https://doi.org/10.5465/1556375 Tepper, B. J., Simon, L., & Park, H. M. (2017). Abusive supervision. Annual Review of Organizational Psychology and Organizational Behavior, 4, 123–152. https://doi.org/10.1146/annurev-orgpsych-041015-062539

In this episode of The Science of Leadership, host Tom Collins sits down with MIT's Chris Dunphy to discuss the hidden dynamics of multidisciplinary team success. As systems become more complex, they often exceed the cognitive capacity of any single individual, making effective team cohesion a requirement for survival. The conversation centers on the Allen Curve, a research-backed phenomenon showing that communication frequency drops exponentially once team members are separated by more than 30 meters. Chris explains how "the distance of a hallway" can be as detrimental to collaboration as being in different countries. Key topics include: The Proximity Paradox: Why physical closeness remains the strongest predictor of relationship building and error catching. Social Identity Theory: The transition from individual professional identities (e.g., "I am an engineer") to a collective team identity ("We are the team solving this mission"). The Role of the "Gatekeeper": Identifying the individuals who bridge the gap between internal technical teams and the external world. Defining Success: Why the ultimate measure of a project is the strength of the relationships that remain for the next challenge. Dunphy argues that for a leader, success isn't just about finishing the task—it's about creating a culture where people feel supported, reducing burnout and enabling the team to "circle the wagons" when things go wrong. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Brown, S.-A., Sparapani, R., Osinski, K., Zhang, J., Blessing, J., Cheng, F., Hamid, A., MohamadiPour, M. B., Lal, J. C., Kothari, A. N., Caraballo, P., Noseworthy, P., Johnson, R. H., Hansen, K., Sun, L. Y., Crotty, B., Cheng, Y. C., Echefu, G., Doshi, K., … Investigators, for the C.-O. A. I. I. P. (CAIP) R. T. (2023). Team principles for successful interdisciplinary research teams. American Heart Journal Plus: Cardiology Research and Practice, 32, 100306. https://doi.org/10.1016/j.ahjo.2023.100306 Mitchell, R., & Boyle, B. (2015). Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms. Journal of Organizational Behavior, 36(6), 873–894. https://doi.org/10.1002/job.2009 Patel, M. M., Moseley, T. W., Nia, E. S., Perez, F., Kapoor, M. M., & Whitman, G. J. (2021). Team Science: A Practical Approach to Starting Collaborative Projects. Journal of Breast Imaging, 3(6), 721–726. https://doi.org/10.1093/jbi/wbab034 Simons, M., Goossensen, A., & Nies, H. (2022). Interventions fostering interdisciplinary and inter-organizational collaboration in health and social care; an integrative literature review. Journal of Interprofessional Education & Practice, 28, 100515. https://doi.org/10.1016/j.xjep.2022.100515

In this episode of The Science of Leadership, host Dr. Tom Collins welcomes retired U.S. Coast Guard Captain Darcie Cunningham to explore the critical role of resilience in high-stakes leadership. Drawing from her 24-year military career, Captain Cunningham shares personal stories of professional setbacks and international challenges to illustrate how leaders can not only recover from adversity but adapt to prevent future failures. The conversation bridges the gap between the science of materials—defining resilience as the ability to return to an original state after stress—and the practical application of leadership, where resilience must be followed by meaningful adaptation. Together, they break down data-driven strategies for fostering resilience, including internal strengths like optimism and external supports like mentorship. Key Discussion Points Redefining Resilience: Moving beyond the "material science" definition to a process-oriented leadership model that integrates both recovery and adaptability. The Power of "Being in the Room": Captain Cunningham discusses a pivotal career lesson on building confidence, speaking up even when you might be wrong, and why leaders shouldn't be "potted plants." The Coast Guard: Captain Cunningham reflects on being passed over for a promotion and how she leveraged that moment to demonstrate value through extra initiative. The Ironman: Dr. Collins shares a harrowing story of life-threatening dehydration during a Texas Ironman and how that moment redefined his own capacity for grit. The Scientific Impact: Exploring how resilient leaders create positive psychological climates that buffer teams against burnout and increase follower trust. Practical Tools for Growth: Data-driven recommendations for cultivating resilience, from improving problem-solving skills to the transformative practice of "listening without seeking to respond." Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Harland, L., Harrison, W., Jones, J. R., & Reiter-Palmon, R. (2005). Leadership Behaviors and Subordinate Resilience. Journal of Leadership & Organizational Studies, 11(2), 2–14. https://doi.org/10.1177/107179190501100202 Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior, 29(2), 219–238. https://doi.org/10.1002/job.507 Luthans, F., Vogelgesang, G. R., & Lester, P. B. (2006). Developing the Psychological Capital of Resiliency. Human Resource Development Review, 5(1), 25–44. https://doi.org/10.1177/1534484305285335 Norman, S., Luthans, B., & Luthans, K. (2005). The Proposed Contagion Effect of Hopeful Leaders on the Resiliency of Employees and Organizations. Journal of Leadership and Organizational Studies, 12(2), 55–64.

In this episode of The Science of Leadership, host Tom Collins and co-host Justin Hamrick dive deep into the imperative concept of team cohesion. Using a unique analogy from chemistry, they distinguish between adhesion—where one leader tries to hold a team together—and true cohesion, where team members are joined through mutual interaction and strong relationships. The discussion explores why "team chemistry" isn't just a sports cliche but a fundamental survival factor in high-stakes fields like medicine and the military. They break down the three pillars that create a unified team and the three consistent patterns that destroy it. Key topics include: The Drivers of Cohesion: Building a team around shared purpose, shared identity, and shared goals. The "Culture Killers": How ambiguity, lack of communication, and low relational investment dissolve team bonds. The Science of Identity: Exploring Social Identity Theory and how team performance skyrockets when individuals see the team's success as part of their own identity. The Proximity Factor: Why physical presence and in-person rituals are essential for building trust and preventing the "zoom disconnect." The episode concludes with five practical tools leaders can use to cultivate cohesion, ranging from establishing shared rituals to modeling vulnerability and aligning incentives for collective success. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ You can find out more about Colonel Ellis at his website, www.leadingwithhonor.com as well as find his blog at https://www.leadingwithhonor.com/blog/ Key References Beal, D. J., Cohen, R. R., Burke, M. J., & McLendon, C. L. (2003). Cohesion and Performance in Groups: A Meta-Analytic Clarification of Construct Relations. Journal of Applied Psychology, 88(6), 989–1004. https://doi.org/10.1037/0021-9010.88.6.989 Hobson, N. M., Schroeder, J., Risen, J. L., Xygalatas, D., & Inzlicht, M. (2018). The Psychology of Rituals: An Integrative Review and Process-Based Framework. Personality and Social Psychology Review, 22(3), 260–284. https://doi.org/10.1177/1088868317734944 Kim, T., Sezer, O., Schroeder, J., Risen, J., Gino, F., & Norton, M. I. (2021). Work group rituals enhance the meaning of work. Organizational Behavior and Human Decision Processes, 165, 197–212. https://doi.org/10.1016/j.obhdp.2021.05.005 Li, A., Early, S. F., Mahrer, N. E., Klaristenfeld, J. L., & Gold, J. I. (2014). Group Cohesion and Organizational Commitment: Protective Factors for Nurse Residents’ Job Satisfaction, Compassion Fatigue, Compassion Satisfaction, and Burnout. Journal of Professional Nursing, 30(1), 89–99. https://doi.org/10.1016/j.profnurs.2013.04.004 Mullen, B., & Copper, C. (1994). The Relation Between Group Cohesiveness and Performance: An Integration. Psychological Bulletin, 115(2), 210–227. https://doi.org/10.1037/0033-2909.115.2.210 Onağ, Z., & Tepeci, M. (2014). Team Effectiveness in Sport Teams: The Effects of Team Cohesion, Intra Team Communication and Team Norms on Team Member Satisfaction and Intent to Remain. Procedia - Social and Behavioral Sciences, 150, 420–428. https://doi.org/10.1016/j.sbspro.2014.09.042

In this profound episode of The Science of Leadership, host Tom Collins is joined by Colonel Lee Ellis (Ret. U.S. Air Force, former Vietnam POW, and author of Leading with Honor). Colonel Ellis spent five years, four months, and two weeks enduring the crucible of adversity in the Hanoi Hilton, forging indelible lessons about character, trust, and honor. Colonel Ellis defines the honor code as telling the truth, keeping commitments, being ethical, and acting responsibly. He explains that courage is the centerpiece of honor—the willingness to suffer pain and punishment to sustain one's values. The conversation dives into: The Temptation to Compromise: Colonel Ellis identifies the areas where leaders are most likely to fall short on honor: politics, money, and avoiding exposure of mistakes. The Power of Debriefing: He highlights the fighter pilot culture of intense debriefs (like those of the Thunderbirds) where leaders must "tell it like it is" and critique themselves and others to correct back quickly. Trust and Coherence: Tom Collins shares the science showing that honor restores coherence and builds the psychological safety essential for team performance. The Secure Leader: Colonel Ellis shares his model of moving from an anchor of insecurity (fear, shame, guilt) to a state of being secure through courage, commitment, and self-belief. Colonel Ellis shares gripping personal accounts of torture and resilience in captivity, underscoring the lesson that while living with honor may involve suffering, it ultimately leads to healthier, more successful lives. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ You can find out more about Colonel Ellis at his website, www.leadingwithhonor.com as well as find his blog at https://www.leadingwithhonor.com/blog/ References Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002 Ellis, L. (2016). Engage with Honor: Building a Culture of Courageous Accountability. FreedomStar Media. Ellis, L. (2012). Leading with Honor: Leadership Lessons from the Hanoi Hilton. Greenleaf Book Group. Jin, S., Romano, A., Vignoles, V. L., Kirchner-Häusler, A., Rodríguez-Bailón, R., Cross, S. E., Yalçın, M. G., Harb, C., Husnu, S., Ishii, K., Karamaouna, P., Kafetsios, K., Kateri, E., Matamoros-Lima, J., Miniesy, R., Na, J., Pagliaro, S., Psaltis, C., Rabie, D., … Uskul, A. K. (2025). Honour, competition and cooperation across 13 societies. Nature Human Behaviour, 1–13. https://doi.org/10.1038/s41562-025-02308-0

In this episode of The Science of Leadership, host Tom Collins is joined by retired U.S. Air Force General Ellen Pawlikowski (Ph.D. in Chemical Engineering, former Commander of Air Force Materiel Command) to dissect the often-misunderstood component of Caring For Your People. General Pawlikowski explains that true leadership Caring For is not "soft" or "sentimental" but rather a strategic necessity integrated into Courage, Competence, Commitment, and Compassion. She states, "I don't succeed if you don't succeed." The conversation highlights that a leader's core responsibility is to be the Chief Obstacle Remover. General Pawlikowski shares a powerful example from Air Force Materiel Command, where aging IT infrastructure threatened to leave $60 billion unspent and required her to intervene personally with the Chief of Staff. Key Takeaways: Caring is Preventative Maintenance: Leaders must invest in basic needs, tools, and training, as ignoring small problems (like unit confusion or outdated software) can lead to catastrophic failures. Understanding the Whole Person: Compassion means acknowledging that people have lives outside of work (family, elders, personal issues). Failure to allow time for these distractions leads to reduced cognitive energy and increased mistakes. Science of Care: Research confirms that when leaders care tangibly and structurally, morale, trust, and productivity all increase. The General shares practical steps and an essential four-question framework for leaders to ask their teams to identify hidden obstacles and leverage existing expertise. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References Covey, S. M. R. (2006). The speed of trust: The one thing that changes everything. Simon & Schuster. Owens, B. P., & Hekman, D. R. (2016). How does leader humility influence team performance? The Leadership Quarterly, 27(5), 787–798. Kelloway, E. K., & Barling, J. (2010). Leadership development as an intervention in occupational health psychology. Work & Stress, 24(3), 260–279. McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill.

In this episode of The Science of Leadership, host Tom Collins is joined by retired Lieutenant General Scott Dingle, the 45th Surgeon General of the U.S. Army, to explore the vital concept of the "Ever Learner"—a leader committed to continuous growth and adaptability. General Dingle defines the Ever Learner as someone with the mindset and practice of continuously seeking knowledge, skills, and experience without stop. Both he and Tom emphasize that leadership is a journey, not a destination. General Dingle shares two powerful stories from his career—starting as a "Butterball" Second Lieutenant to serving as a Three-Star General—that illustrate the continuous need to adapt to chaos, crisis, and unexpected turns. The hosts emphasize that settling for "good enough" allows adversaries (whether a competitor, a disease, or Ivan Drago) to win because they "aren't taking a day off." Leaders who stop evolving become extinct. Key Takeaways for Becoming an Ever Learner: Adopt a Growth Mindset: Reframe "I don't know it" as "I don't know that yet," seeing challenges as opportunities to improve. Seek Feedback: Actively ask peers and those you lead for candid input, and receive it graciously. Reflect Regularly: Follow the example of leaders who review their experiences daily to extract lessons and become better tomorrow. Practice Humility: Acknowledge what you don't know and surround yourself with mentors and diverse voices to combat narrow perspective. The scientific data supports this: leaders who model curiosity and learning foster psychological safety, resilience, performance, and organizational creativity throughout their teams. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References Barba Aragón MI, Jiménez Jiménez D, Sanz Valle R. Training and performance: The mediating role of organizational learning. Business Research Quarterly. 2014;17(3):161–173. Crans S., Bude V., Beausaert S., Segers M. (2021). Social informal learning and the role of learning climate: toward a better understanding of the social side of learning among consultants. Resour. Dev. Q.32 507–535. Dweck, C. S. (2006). Mindset: The new psychology of success. Random House. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. Gong, Y., Huang, J. C., & Farh, J. L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765–778. Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Press.

While conventional wisdom places the leader at the top, Tom Collins and Justin Hamrick challenge this view to explore Leading Up—the art of influencing those in authority above you, often without holding a formal leadership position. This concept is vital because success often depends on bringing ground-level insight to the ultimate decision-makers. The hosts discuss why leading up is a moral imperative for the success of any organization, especially since all human organizations inevitably place "wrong people" in some leadership roles. Leading up requires humility and sacrificial service to the larger mission, even when there's a risk of the leader taking credit for your ideas. Key Takeaways for Leading Up: Be a Good Lieutenant: Help your leader do their job as well as possible. See Them as an Ally: View your boss as a partner, not an adversary. Bring Solutions, Not Just Complaints: Come with proposed solutions or evidence of thoughtful analysis, especially for issues that affect the entire organization, not just your silo. Key Takeaways for Encouraging Leading Up (If you are the Boss): Set Clear Expectations: Explicitly state that you expect and need your team to speak up and lead up. Never Respond Negatively: When dissenting information is brought forward, take it graciously, say "thank you," and commit to looking into it. Punishing honesty will quickly ensure you stop receiving information crucial for wise decisions. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Bradford, A. R., & Cohen, D. L. (2017). Influence Without Authority, 3rd ed. Wiley. Ferrazzi, K. (2020). Leading Without Authority: How the New Power of Co-Evaluation Can Break Down Silos, Transform Teams, and Reinvent Collaboration. Crown Currency.

In this episode of The Science of Leadership, host Tom Collins is joined by retired U.S. Marine Corps Sergeant Major Mario Fields, a combat veteran, speaker, and founder of Still Serving, Inc. They explore the core leadership force of empowerment, defining it as setting conditions for success for those you lead. Sergeant Major Fields emphasizes that empowerment must start with trusting yourself first to acknowledge and mitigate personal biases, and then extending that trust to others. They frame empowerment as trust in action , arguing that true leadership is about creating capability in others, which includes granting the freedom—and opportunity—to fail and learn from mistakes. The conversation dives into what hinders empowerment: Micromanagement: Often stems from a leader's failure to hire, train, or clarify expectations effectively. The Problem at the Top: Sergeant Major Fields asserts that poor unit or company performance rarely starts with junior folks; the problems begin with the leadership. Leaders must be amenable to feedback to fix their behaviors. Key Scientific Takeaways: Empowerment multiplies leadership and avoids decision bottlenecks. The data supports that empowering behaviors (sharing power, encouraging autonomy) predict higher job satisfaction, creativity, and performance. Leaders must understand that 93% of communication is nonverbal and tone , which either validates the stated words or disempowers the team. Practical Tip: Mario recommends leaders and their teams use the Dr. Holland RIASEC codes to understand personality wiring, ensuring people are put in roles that enhance their natural abilities. The episode closes with the wisdom that successful leaders all figure out how to identify and empower talent. For more leadership lessons from Sergeant Major (Ret.) Mario P. Fields, check out The Unarmored Talk Podcast or go to https://www.stillservinginc.com/ Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? Journal of Applied Psychology, 90(5), 945–955. Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. Holland Code (RIASEC) https://openpsychometrics.org/tests/RIASEC/

In this episode of The Science of Leadership, host Tom Collins, MD, and co-host Justin Hamrick dissect the powerful, often misunderstood, concept of servant leadership. The conversation addresses the notion that to succeed, leaders must "step on other people," arguing instead that sacrificial leadership—prioritizing follower growth and well-being over personal glory—is the true path to organizational success. The hosts differentiate this leadership style across contexts, from the military maxim of "officers eat last" to a CEO forgoing a bonus for frontline jobs. They emphasize that great leaders lead from a position of responsibility, not privilege. Key insights from the science of leadership include: The Win-Win Phenomenon: Giving credit away is not a zero-sum game; it returns more influence and effectiveness to the leader. Scientific Validation: Servant leadership is strongly associated with increased trust, loyalty, job performance, and follower well-being. Neuroscience: Acts of selflessness activate mirror neurons in followers, fostering emotional resonance and a shared sense of purpose. The episode concludes with actionable take-home points for adopting the "leader as servant" mindset , including: shielding in public, coaching in private , and making visible gestures of sacrifice that are authentic, not performative. Previous Episodes Mentioned: A Leader's Wake: Creating a Lasting Legacy feat. General Vince Brooks | Ep. 2 How to Create Successful Change with Dr. Richard Boyatzis | Ep. 16 Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References Boyatzis, R. E., Smith, M. L., & Beveridge, A. J. (2012). Coaching with compassion: Inspiring health, well-being, and development in organizations. The Journal of Applied Behavioral Science, 48(2), 149–178. Collins, T. (2025). The Four Stars of Leadership: Scientifically-Derived Principles from America’s Highest-Ranking Leaders. Four Star Leaders. Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111–132. Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press. Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multilevel assessment. The Leadership Quarterly, 19(2), 161–177.

In this insightful episode of The Science of Leadership, host Tom Collins, MD, talks with Bob Tiede, author of Success Unlocked: The Transformative Power of Questions and long-time campus ministry leader. They explore the core idea of leading with questions, which Bob confesses changed him from a "benevolent dictator" into a far more effective leader. Bob argues that leading with questions is the "hidden symbol" of effective leadership. When leaders ask and genuinely listen to their staff, several transformative things happen: Better Ideas: There is a probability that a staff member will have an idea better than the leader's. Ownership and Motivation: Staff members are empowered to execute their own ideas, leading to 1000% effort and ownership. Trust and Respect: Leaders build immense trust by showing honesty and admitting when they don't know the answer, then asking, "How could we find out the answer?". The episode features two foundational principles and simple tools: The Gold Nugget Method: Bob explains that research shows people instinctively roll out a "safe answer" first, and it's not until the third and fourth question ("What else? What else?") that you reach their best thought or "gold nugget". The Eight-Second Rule: To listen effectively, leaders must wait 8 seconds before jumping in, as the average person only waits 2-3 seconds. This intentional silence ensures that people feel heard and fully share their ideas. Bob shares compelling real-world examples, including how Navy Captain Michael Abrashoff transformed the morale of the USS Benfold from "worst to first" simply by conducting one-on-one meetings and asking three powerful questions , and how asking the frontline staff at Walt Disney World Laundry Services slashed employee turnover. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Cannon-Bowers JA, Bowers CA, Carlson CE, Doherty SL, Evans J, Hall J. Workplace coaching: a meta-analysis and recommendations for advancing the science of coaching. Front Psychol. 2023 Oct 10;14:1204166. doi: 10.3389/fpsyg.2023.1204166. PMID: 37881215; PMCID: PMC10597717. Collins, T. (2025). The Four Stars of Leadership: Scientifically-Derived Principles from the Experiences of America’s Highest-Ranking Leaders. Four Star Leaders. Huang, K., Yeomans, M., Brooks, A. W., Minson, J., & Gino, F. (2017). It doesn't hurt to ask: Question-asking increases liking. Journal of Personality and Social Psychology, 113(3), 430–452. https://doi.org/10.1037/pspi0000097 Marquardt, M. J., & Tiede, B. (2023). Leading with Questions: How Leaders Discover Powerful Answers by Knowing How and What to Ask. Wiley. Tiede, B. (2020). Now That’s a Great Question. Bob Tiede Tiede, B. (2025). Success Unlocked: The Transformative Power of Questions. Bob Tiede. Wang, Q., Hou, H., & Li, Z. (2022). Participative Leadership: A Literature Review and Prospects for Future Research. Front Psychol. 2022 Jun 3;13:924357. doi: 10.3389/fpsyg.2022.924357. PMID: 35719563; PMCID: PMC9204162.

In this electrifying episode of The Science of Leadership, host Tom Collins welcomes retired Navy two-star Admiral Mike Manazir—Top Gun fighter pilot, former commander of the USS Nimitz, and author of Learn to Lead to Win. They explore the foundational leadership concept of trust, revealing why it's not just a soft skill, but an operational necessity, especially in high-stakes environments. Admiral Manazir shares that an effective leader needs to accomplish only two things: ensure every team member feels valued and feels part of something bigger than themselves. He asserts that trust is the core of this human connection, and a leader must be the first person to extend that trust. This extension, he notes, initiates the Pygmalion Effect, inspiring the team to be trustworthy in return. The Admiral brings this concept to life with two incredible, visceral "sea stories": The Golden Knights Jump: He recounts the paralyzing fear he felt at the door of a plane and how the total competence and trust he had in his Delta Force jump instructors instantly took the fear away. The High-Stakes Landing: He shares the story of a catastrophic partial ejection aboard the USS Abraham Lincoln and how the success of the emergency landing hinged on the mutual trust between the pilot, the ship's captain, and the Landing Signal Officer (himself). The episode also delves into the science, explaining that trust is the foundational element that enables psychological safety. Admiral Manazir offers practical advice, emphasizing that delegation must be the primary action for extending trust—tell your team the what and the when, but never the how. He ultimately concludes that if a leader wants to be trusted, they must first be trustworthy themselves. Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the science of leadership, visit https://www.fourstarleaders.com/ Resources A-6 Partial Ejection Story: https://gallagherstory.com/ejection_seat/ Rear Admiral Manazir's webpage: https://mikemanazir.com/ References Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons. Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An Integrative Model of Organizational Trust. Academy of Management Review, 20(3), 709-734.

In this episode of The Science of Leadership, Tom Collins is joined by West Point instructor and leadership expert Doug Crandall to discuss a core trait of great leaders: building people. Doug introduces the concept that leaders are always either building people up or diminishing them. He defines a builder as a leader who makes people feel more capable, more confident, and more valued. Doug shares powerful personal stories, including one about Colonel Casey Brewer (now General), who went out of his way to affirm Doug early in his career and even quietly corrected a spelling mistake in an email before forwarding it to the entire department. This small act of grace built immense trust and demonstrated the profound impact of tiny, intentional actions. The conversation delves into the "builder's mindset," which Doug attributes to relentlessly focusing on positive thinking about the people you lead. He offers practical advice on how to develop this mindset, including: Cutting off negative thoughts before they complete themselves. The profound impact of believing you've "never met a bad cadet" (or employee/player). The psychological reality of the Pygmalion Effect: people rise—or fall—to the level of expectation set for them. Doug emphasizes that true builders are "relentlessly positive and unapologetically demanding". However, he warns that high standards without assurance of capability lead to burnout and cynicism. Citing neuroscience, he explains that sustained positive and optimistic thinking literally reshapes the brain and changes how we perceive and interact with others. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Crandall, D. (Ed.) (2009). Leadership lessons from West Point. Jossey-Bass. Gladwell, M. (2007). Blink: The power of thinking without thinking. Back Bay Books. Newberg, A., & Waldman, M. R. (2013). Words can change your brain: 12 conversation strategies to build trust, resolve conflict, and increase intimacy. Avery.

In this timely and timeless episode of The Science of Leadership, hosts Tom Collins and Justin Hamrick dive into the vital importance of treating everyone with dignity and respect. Inspired by a personal conversation with his son, Tom confronts the damaging mindset of withholding respect until it is "earned." The hosts delineate two critical forms of respect: Earned Respect: Deep admiration based on achievements, qualities, or abilities (e.g., respecting Michael Jordan for his accomplishments). This is contingent on the observer's value system. Owed Respect: Due regard and honor for a person's intrinsic value and humanity. This is irrespective of an observer's opinion or values. The conversation emphasizes that true leadership requires giving owed respect universally. Withholding it dehumanizes others and makes it impossible to lead (only coerce). The hosts cite studies showing that respected employees are more satisfied, loyal, resilient, creative, and productive. Conversely, disrespectful treatment leads to rumination, decreased effort, and sabotage. The episode concludes with actionable steps for leaders on how to show respect, including: actively listening to be persuaded , valuing a person's time, and respecting their perspective even when you disagree without demeaning them. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References Grenny, J. Patterson, K., McMillan, R., Switzler, A., and Gregory, E. (2021). Crucial conversations: Tools for talking when stakes are high, 3rd ed. McGraw-Hill. Huo, Y. J., and Binning, K. R. (2008). Why the psychological experience of respect matters in group life: An integrative account. Social and Personality Psychology Compass, 2(4), 1570-1585. Rogers, K. (2018). Do your employees feel respected? Harvard Business Review, 96(4), 62-71.

In this episode of The Science of Leadership, host Tom Collins sits down with Amanda Schagane, an expert in leadership and organizational development at the University of Kentucky HealthCare. They explore the idea that effective communication is the most vital leadership skill, calling it a "superpower" that is often underdeveloped. Amanda defines effective communication not just as the ability to convey a message, but as the ability to do so in a way that is understood and inspires the right actions. She asserts that communication is the "delivery system for leadership" , and a reflection of a leader's mindset. A leader's effectiveness as a communicator determines how well their vision, expectations, and feedback are received. The conversation highlights key takeaways: Trust and Psychological Safety: Effective communication, which includes intentional listening and respectful debate, is essential for building trust and psychological safety. Beyond Words: Communication isn't just about what is said; it is also about tone, timing, and non-verbal cues. When a leader's tone is dissonant with their message, it can totally derail the intended communication. Actions Align with Words: The most effective leaders communicate through consistent behavior, where their actions match their words, which fosters a culture of integrity and trust. Amanda shares a powerful story of a senior leader at UK HealthCare who, by modeling vulnerability and listening to her frontline managers, created a safe space that led to a significant increase in confidence and improved collaborative decision-making. The hosts conclude with practical tips for improving communication, including pausing before responding, asking open-ended questions, giving specific praise, and regularly following up. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Key References: Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. https://doi.org/10.1037/0021-9010.87.4.611 Duhigg, C. (2024). Supercommunicators: How to unlock the secret language of connection. Random House. Gallup, Inc. (2023). State of the global workplace: 2023 report. Gallup. Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93–102. Ruben, B. D., & Gigliotti, R. A. (2016). Leadership as Social Influence. Journal of Leadership & Organizational Studies, 23(4), 467–479. https://doi.org/10.1177/1548051816641876

In this episode of The Science of Leadership, host Tom Collins sits down with Rob Carter, a visionary leader who recently retired after a 31-year career at FedEx. They discuss the invaluable leadership skill of seeing around corners—the ability to anticipate what's coming before it arrives and lead through uncertainty with clarity and conviction. Rob shares that the key to this skill is a willingness to embrace change, recalibrating our "risk meters" to recognize that the status quo is often the riskiest strategy of all. He illustrates this with two powerful examples from FedEx's history: The Internet Revolution: Rob recounts how a chance meeting in 1994 with Bill Joy of Sun Microsystems led FedEx to build the first transactional website, long before other companies saw the internet as anything more than a communication platform. This innovation, which won a Smithsonian Award, fundamentally changed how the world thinks about business and logistics. The Wireless Revolution: Rob describes how FedEx strategically bought up radio spectrum and developed handheld computers in the late 70s to capture and transmit data from the "edge of interaction". This foresight created the foundation for modern supply chains and was a key driver of the company's global growth. Drawing on scientific principles, Rob explains that this skill, known as strategic foresight, is a powerful predictor of superior organizational performance and profitability. The discussion introduces a new leadership metric, the Adaptability Quotient (AQ), which Rob describes as the antidote to a "leadership bug" of being stubborn and stuck in one's own paradigm. Rob also shares his personal leadership mantra: "Work hard, lead a balanced life, and have an undying respect for people." Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Key References Day, G. S. & Schoemaker, P. J. H. (2005). Scanning the periphery. Harvard Business Review, 83(11), 135–148. Rohrbeck, R. & Kum, M. E. (2018). Corporate foresight and its impact on firm performance: A longitudinal analysis. Technological Forecasting and Social Change, 129, 105–116. https://doi.org/10.1016/j.techfore.2017.12.013

In this episode of The Science of Leadership, host Tom Collins is joined by Dutch organizational change expert Jurriaan Kamer, co-author of unblock and Formula X. Jurriaan challenges the conventional wisdom that an organization's success depends on having the "right people on the bus". Instead, he argues that the key to building high-performing, thriving teams is a leader's focus on how the team works together. Jurriaan explains that while individual talent is important, it is not a complete picture. He has found that great teams spend time making explicit agreements about crucial aspects of their collaboration. These agreements include: How success is defined Roles and accountabilities Decision-making processes How feedback is given and received Without these clear guidelines, teams—regardless of individual talent—will underperform. He shares a powerful story of a high-performing leadership team at a bank that was underperforming because members were quick to blame other departments for failures. By intentionally facilitating a conversation about how they worked together and creating a team charter, the team was able to overcome its biggest obstacles and achieve its goals. Drawing on scientific evidence, Jurriaan cites a well-known Google study that found a team's effectiveness was not determined by the number of top performers or average intelligence, but by factors like psychological safety, social sensitivity, and conversational turn-taking. The conversation concludes with actionable advice for leaders, including shifting from a "traffic cop" mentality to a "road designer" mentality, and building the organizational muscle to constantly reflect, experiment, and improve. To learn more about Jurriaan's work, visit his LinkedIn page or check out his book, unblock, on Amazon. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References Google. (2016). What Google learned from its quest to build the perfect team [Project Aristotle research summary]. The New York Times Magazine. In re:Work from Google: Understand team effectiveness. Retrieved from Google re:Work website. Kamer, J. (2024). Unblock: Clear the Way for Results and Develop a Thriving Organization. Kajurria Publishing.

In this episode of The Science of Leadership, Tom Collins is joined by Dr. Dave Logan, a professor at the University of Southern California and co-author of the New York Times bestseller Tribal Leadership. They discuss the fascinating world of organizational culture and how leaders can build a truly great one. Dr. Logan explains that an organization's "tribe" is the informal network of people who work there, and that these tribes are the most powerful force in any organization. He outlines five cultural levels that exist within these tribes, from Level 1 ("Life sucks") to Level 5 ("Life is great"). The conversation highlights why most organizations get stuck at Level 3, characterized by the mindset of "I'm great and you're not". Dr. Logan attributes this to how our society rewards individual achievement, citing the common interview practice of sharing stories about personal success. He notes that winning at a personal level provides a "dopamine hit" that is often reinforced by promotions and the prevailing employment culture, making it a difficult ceiling to break through. Dr. Logan makes the compelling case that culture is the most important factor for success, stating, "The data said the best culture wins, not the best process, because if you've got a good culture and you give them a bad process, they'll either make it work or they'll fix it". He offers a three-step action plan for leaders looking to advance their culture: Listen: Pay close attention to how people are talking to identify the dominant cultural level. Join: Participate in the existing conversation with humility and respect. Model: Over time, with respect and humility, model the conversations of the next cultural level. The episode provides invaluable insights for anyone looking to understand, navigate, and transform their organization's culture. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References: Jackson, P. (2013). Eleven Rings: The Soul of Success. Penguin Press. New York. Logan, D., King, J., & Fischer-Wright, H. (2008). Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. Harper Business, New York.

In this episode of The Science of Leadership, hosts Tom Collins and Dr. Justin Hamrick tackle a topic that may seem counterintuitive to many: the importance allowing mistakes has in effective leadership. They argue that in a world demanding perfection, a culture that allows for mistakes is the only way to foster true innovation and growth. Dr. Hamrick kicks off the discussion by questioning whether any great innovation has ever come from "playing it safe." Tom defines the necessary conditions for this culture, emphasizing that allowing mistakes is not about promoting incompetence or lowering standards. Instead, it's about creating an environment of psychological safety where team members feel free to take thoughtful, calculated risks without fear of public humiliation or career damage. The conversation highlights key insights: Mistakes as Learning Opportunities: A zero-mistake organization is a zero-learning organization. True failure only occurs if you don't learn from a mistake. Systemic vs. Personal Failure: A healthy leadership perspective views significant mistakes as systemic problems, not individual shortcomings. This approach, central to quality improvement, allows the team to work together to improve the system rather than blaming a single person. The Leader's Role: Leaders must model vulnerability by admitting their own mistakes, which builds trust and psychological safety for the entire team. In fact, if a leader doesn't admit their mistakes, they're the only one who thinks they don't make any. Rewarding Honesty: When a team member admits a mistake, leaders should reward that honesty, reinforcing a culture of transparency and continuous improvement. Drawing on powerful examples from congenital heart surgery and the story of former IBM CEO Tom Watson, the hosts illustrate how a fear-based, zero-mistake environment can stifle innovation and hinder progress. They conclude that a leader's fundamental job is to create an environment where the team can learn from missteps and grow to be the best they can be, because accepting and not learning from failure is "ethically, morally inexcusable." Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

In this episode of The Science of Leadership, Tom Collins is joined by Dr. Jay Lemons, President of Academic Search and former president of Susquehanna University, to discuss what organizations truly look for in their leaders. Drawing from a national study and his extensive experience in executive recruitment, Dr. Lemons outlines the most sought-after leadership competencies. Timeless Virtues: Dr. Lemons highlights a study of college and university presidents that identified seven core leadership competencies: trust-building, resilience, communication savvy, emotional intelligence, courage, a decisive nature, and resource management. He notes these qualities are timeless and have been key to effective leadership for generations, even before the digital age. The Myth of the "Unicorn Leader": The conversation challenges the idea of the perfect leader, or "unicorn," who possesses every desirable trait. Dr. Lemons emphasizes that the best leaders are deeply self-aware of their own limitations and proactively surround themselves with people who have complementary skills and abilities. This collaborative approach, he argues, is where true organizational progress is made, as leadership is fundamentally a "team sport". Character as the Bedrock: Dr. Lemons asserts that the most fundamental and "make-or-break" quality for any leader is character or integrity. He states that without it, effective and successful leadership that benefits an institution is not possible. He reinforces that a leader's role is to serve a purpose larger than themselves and their self-interest. Practical Wisdom: The episode offers practical advice for aspiring leaders, including being willing to do whatever needs to be done, staying open to new opportunities, embracing loving critics, and understanding that leadership is exercised at every level of an organization. The episode concludes with the powerful maxim that leadership is a team sport, not a solo act. Dr. Lemons cautions that leaders who take on all burdens by themselves risk cracking under the weight, becoming less effective than they might otherwise be. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References: Goleman, D. What Makes a Leader? Harvard Business Review. Zaccaro, S. J., et al. Leadership adaptability: An essential organizational competency. Center for Creative Leadership. Key Competencies for Effective Leadership. Boyatzis, R. E. The Competent Manager: A Model for Effective Performance.

In this episode of @TheScienceofLeadership Tom Collins is joined by retired U.S. Air Force General Bob Kehler, former Commander of United States Strategic Command as they discuss the essential role of trust in effective leadership and how leaders can build that among those they lead. General Kehler shares insightful and entertaining stories from his career, from being a Lieutenant in a Minute Man intercontinental ballistic wing in Montana to being Commander of U.S. Strategic Command. He describes the factors he has identified that leaders must have to build trust and confidence in their leadership. Along the way, the discussion ranges from nuclear deterrence to values in leadership. General Kehler also shares a funny story that ended up with him receiving a custom-made t-shirt for Christmas. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Key References: Dirks, K. T. & Ferrin, D. L. (2002). Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice. Journal of Applied Psychology, 87(4), 611–628. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350-383. Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace. John Wiley & Sons. Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.

In this episode of The Science of Leadership, Tom Collins is joined by Isabelle Fortin, founder of Against the Ordinary, to delve into the transformative concept of human-centered leadership. Isabelle shares her unique journey, shaped by her service in the Royal Canadian Air Force, where she observed a stark contrast between military leadership training and the civilian corporate world. She argues that many organizations promote individuals based on technical skills (like sales or surgical expertise) rather than actual leadership capabilities, leading to floundering teams and burnout. Isabelle recounts a powerful personal story from her early military career where a sergeant, choosing to see Isabelle as a "human" rather than just a "rank," fostered a partnership that motivated Isabelle to "crawl through broken glass" for her. This exemplifies human-centered leadership in action, creating psychological safety and a sense of being valued. The discussion emphasizes the vital importance of human-centered leadership, highlighting: A McKinsey report suggesting that managers and leaders have a bigger impact on people's health than even medical doctors. The "dinner table effect," explaining how feeling seen, heard, and valued at work ripples positively into employees' home lives and communities. Significant profit increases (up to 86% in productivity for engaged employees). Tom expands on the neuroscience of this approach, explaining how kindness and support from leaders trigger the release of oxytocin (the "trust hormone"), which reduces stress, builds trust, strengthens relationships, and boosts engagement and performance. Isabelle provocatively suggests that leaders should initially practice kindness for "self-serving reasons" (like improved well-being and profitability), as neuroscience shows this can reshape the brain to make kindness a natural modus operandi. Isabelle shares practical advice for implementing human-centered leadership: Start with psychometric assessments (like the Nova tool) to understand individual cognitive, communication, and behavioral preferences. This understanding allows leaders to adapt their communication and support styles, fostering a "prenuptial agreement" where teams learn to navigate conflicts and connect on a human level. Prioritize these four keys: be kind, be curious, prioritize trust, and communicate with care. To learn more about Isabelle Fortin's work, visit againsttheordinary.org and connect with her on LinkedIn (Isabelle Fortin - look for purple hair). Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References: Collins, T. (2025). The four stars of leadership: Scientifically-derived principles from the experiences of America’s highest-ranking leaders. Four Star Leaders. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350-383. Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace. John Wiley & Sons. Kock, N., Mayfield, M., Mayfield, J., Sexton, S., & De La Garza, L. M. (2019). Empathetic leadership: How leader emotional support and understanding influences follower performance. Journal of Leadership & Organizational Studies, 26(2), 217-236. Magon, N. & Kalra, S. (2011). The orgasmic history of oxytocin: Love, lust, and labor. Indian Journal of Endocrinology and Metabolism, 15(Suppl3), S156–S161. Pekarek, B. T., Hunt, P. J. & Arenkiel, B. R. (2020). Oxytocin and Sensory Network Plasticity. Frontiers in Neuroscience, 14, 30. Stocker, D., Jacobshagen, N., Krings, R., Pfister, I. B., & Semmer, N. K. (2014). Appreciative leadership and employee well-being in everyday working life. German Journal of Human Resource Management, 28(1-2), 73-95. Takayanagi, Y. & Onaka, T. (2021). Roles of Oxytocin in Stress Responses, Allostasis and Resilience. International Journal of Molecular Sciences, 23(1), 150. Voss, C. (2016). Never split the difference. Harper Business.

In this insightful segment from The Science of Leadership, host Tom Collins sits down with General Pete Chiarelli, former Chief of Staff of the Army, to unpack the critical concept of second and third-order effects in decision-making. General Chiarelli explains that every action has ripple effects, often overlooked when leaders are pressured to solve immediate problems. 🔸Anticipating Downstream Impacts: He shares a powerful example from his time commanding in Iraq, where extending troop deployments (a seemingly straightforward decision) had significant, often devastating, second and third-order effects on soldiers' families and personal lives back home. 🔸Proactive Mitigation: True leadership involves anticipating these downstream impacts and proactively working to mitigate them. 🔸Systemic Flaws in Medical Research: General Chiarelli argues that a major flaw in systems like medical research is the failure to consider these broader effects. He critiques the current research ecosystem, which often prioritizes individual publications and hoards data, hindering collaborative "team science" and slowing breakthrough discoveries, especially for complex issues like brain injuries. This contributes to a system that takes 16 years for scientific breakthroughs to become generally accepted in medicine. Learn why considering second and third-order effects isn't "getting into the weeds" but is fundamental to good leadership, fostering learning organizations, and ultimately, showing genuine care for those impacted by decisions. Also, I am excited to announce the release of my new book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at https://a.co/d/hoLqz1g and share your thoughts with me! To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

In this episode of The Science of Leadership, Tom Collins is joined by Dr. Debbie Heiser, an applied developmental psychologist, founder of The Mentor Project, and author of The Mentorship Edge. They explore the science and power of mentorship, delving into its core components and why it's vital for leadership development and legacy building. Dr. Heiser defines mentorship through five key principles, stemming from the developmental milestone of generativity—the innate desire to give back in midlife. These principles include: Generative Match: The mentor must genuinely desire to give, and the mentee must be receptive to receiving what's offered. Intrinsic Motivation: Mentorship is driven by internal rewards, not external compensation. If compensation is involved, it's coaching or advising, not true mentorship. Meaningful Connection: A genuine liking and mutual investment in each other's success is essential. Trust: Both parties must feel safe sharing vulnerabilities without fear of exploitation or negative repercussions. Clear Goals: Mentorship is focused on specific, evolving goals that guide the relationship Dr. Heiser emphasizes that mentorship allows individuals to tap into the "wisdom of others" and broaden their paths. She critiques the "gamification" of mentorship in corporate settings, where external incentives can undermine the intrinsic motivation that defines true mentorship. She differentiates mentorship from advising or coaching, noting that while one can wear many hats, the core generative drive makes mentorship unique. A fascinating concept explored is "bread crumb legacy" and the "legacy tree". Dr. Heiser shares the inspiring story of Nobel Prize winner Bob Lefkowitz, who mapped his "legacy tree" of mentors and mentees, discovering his impact far beyond his immediate circle. This highlights how even small actions can have a significant, lasting impact. The episode concludes with actionable advice: "look to your left and look to your right". Recognize that everyone is a potential mentor or mentee, and approach these interactions with awareness, openness, and curiosity. To learn more about Dr. Debbie Heiser's work, visit MentorProject.org and https://deborahheiser.com/ and check out her book, The Mentorship Edge. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Heiser, D. (2024). The Mentorship Edge: Creating Maximum Impact through Lateral and Hierarchical Mentoring. Wiley.

In this compelling episode of The Science of Leadership, Tom Collins sits down with Admiral Jim Loy, former Commandant of the U.S. Coast Guard and Deputy Secretary of Homeland Security, to explore the profound impact of remaining calm and maintaining composure under pressure. Admiral Loy shares a pivotal, "big screen worthy" story from his early days as a young ensign during a treacherous North Atlantic storm in 1965. He recounts a moment where his Captain, Jack Forrester, calmly corrected a critical error without a word, teaching an invaluable lesson in leadership, responsibility, and the power of composure in crisis. This experience cemented Admiral Loy's lifelong philosophy: Preparation Equals Performance. The discussion delves into how extensive preparation, through practice and mental envisioning, builds both muscle memory and neural pathways that enable calm and effective performance in high-stakes situations. Admiral Loy further illustrates this by describing his time commanding a patrol boat during the Vietnam War, emphasizing the life-and-death responsibilities that underscored the importance of unwavering composure. Tom Collins highlights the scientific backing for remaining calm, noting that it: 🔸Instills confidence and trust in those being led. 🔸Enhances rational and wise decision-making. 🔸Reduces team stress and anxiety, leading to better performance. 🔸Helps maintain clarity and a long-term perspective. 🔸Fosters a positive organizational culture. Admiral Loy shares how he implemented "PEP Awards" (Preparation Equals Performance) to recognize and reinforce this vital behavior throughout the Coast Guard. The episode concludes with a powerful message: leadership is a lifelong learning process , and cultivating a prepared mindset allows leaders to "slice through the fog" when confronted with challenges. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press. Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press. Goleman, D. (1998). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books. Goleman, D. (1998). "What Makes a Leader?" Harvard Business Review. Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business Review Press. Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux. Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass. Loy, J. M., & Phillips, D. T. (2013). The Architecture of Leadership: Preparation Equals Performance. Naval Institute Press. McKee, A., Boyatzis, R., & Johnston, F. (2008). Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness. Harvard Business Press. Phillips, D. T., & Loy, J. M. (2003). Character in Action: The U.S. Coast Guard on Leadership. Naval Institute Press.

In this episode of The Science of Leadership, Tom Collins is joined by Dr. Jay Conger, the Henry R. Kravis Chair of Leadership Studies at Claremont McKenna College and author of The Necessary Art of Persuasion. They redefine persuasion not as a manipulative sales tactic, but as a crucial leadership conversation designed to solve problems or seize opportunities. Dr. Conger outlines four essential steps for effective persuasion: Credibility: This goes beyond expertise to include trustworthiness, personality, and conveying confidence without arrogance. Framing for Common Ground: Leaders must connect their request or idea to what genuinely matters to the audience, whether it benefits individuals, the team, customers, or society. Compelling Arguments: Presenting well-thought-out claims supported by strong evidence, such as data, examples, and personal testimony. Connection: Creating an emotional link through a compelling narrative that addresses the audience's values and generates commitment to action. The conversation also highlights common pitfalls in persuasion, including a lack of preparation, relying on a "hard sell," unwillingness to compromise, over-reliance on arguments alone, and failing to see persuasion as a continuous process. Dr. Conger provides a fascinating real-world example of Monica Rufo's successful persuasion of Canadian fast-food franchisees. Ultimately, the episode emphasizes that persuasion is more powerful than directives because it fosters willing commitment and leverages the collective intelligence of the team. Dr. Conger stresses the importance of curiosity and listening to truly understand the audience. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ Key References: Cialdini, R. (2021). Influence: The Psychology of Persuasion. Harper Business. Cialdini, R. (2024). Pre-suasion: A Revolutionary Way to Influence and Persuade. Harper Business. Conger, J A. (1998). The necessary art of persuasion. Harvard Business Review, 76(3), 84–95. Conger, Jay A. (1999). Charismatic and transformational leadership in organizations: An insider’s perspective on these developing streams of research. The Leadership Quarterly, 10(2), 145–179. https://doi.org/10.1016/s1048-9843(99)00012-0 Freed, J. (2021). Breadcrumb Legacy: How Great Leaders Live a Life Worth Remembering. Routledge.

In this episode of @TheScienceofLeadership , Tom Collins is joined by Dr. Denny Lund, former Chief Medical Officer of Lucile Packard Children's Hospital Stanford and a seasoned pediatric surgeon. They delve into the crucial role of competence in leadership, especially in high-stakes environments where lives, careers, or missions are on the line. Dr. Lund defines competence as having diverse experience and knowledge pertinent to running an orgaization, emphasizing the necessity of being a lifelong learner. The conversation highlights a common challenge: individuals often rise to leadership positions based on technical competence but lack the necessary leadership competence. Dr. Lund asserts that leadership is a learned behavior, not an intrinsic quality, and requires intentional pursuit of training and learning. He shares his own journey of seeking formal and informal leadership education while balancing a demanding medical career and family life. Key takeaways from their discussion include: The Importance of Reading: Dr. Lund recommends Leadership by James MacGregor Burns and Emotional Intelligence by Daniel Goleman as foundational texts for aspiring leaders. Understanding Your Impact: Effective leaders must understand the effect they have on others, a concept central to emotional intelligence. Managing High Stakes: The discussion covers how competence is vital in various "high-stakes" situations, not just life-or-death scenarios, from critical team conversations to championship moments. Leading by Empowerment: Dr. Lund emphasizes valuing team members and empowering rising leaders, allowing them to confidently perform their roles. He recounts a personal experience of stepping into a CEO role unexpectedly, relying on his learned leadership principles and trusted advisors. Avoiding Overconfidence: Both Dr. Lund and Tom Collins warn against the dangers of overconfidence, especially among highly trained professionals, and stress the importance of seeking wise counsel and continually re-evaluating skills. This ties into the Dunning-Kruger effect, where low-competence individuals overestimate their abilities and high-competence individuals underestimate theirs. Actionable Steps for Competence: The episode concludes with practical advice for leaders to improve competence, including reading, observing effective leaders, deliberate practice under pressure, developing decision-making frameworks (like the pre-mortem), and maintaining humility and self-awareness. The power of coaching and mentorship is also underscored. Key References: Burns, J. M. (1978). Leadership. Harper and Row. Collins, R. T., Purington, N. & Roth, S. J. (2022). Physician understanding of and beliefs about leadership. Journal of Healthcare Management, 67(2), 120–136. Connelly, M. S., Gilbert, J. A., Zaccaro, S. J., Threlfall, K. V., Marks, M. A. & Mumford, M. D. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly, 11(1), 65–86. https://doi.org/10.1016/s1048-9843(99)00043-0 Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books. Grant, A. (2021). Think again: The power of knowing what you don’t know. Viking. Kozminski, A. K., Baczyńska, A. K., Skoczeń, I. & Korzynski, P. (2022). Towards leadership effectiveness: the role of leadership individual competencies and constraints. Introduction of the Bounded Leadership Model. Leadership & Organization Development Journal, 43(4), 596–611. https://doi.org/10.1108/lodj-04-2020-0157 Kruger, J. & Dunning, D. (1999). Unskilled and Unaware of It: How Difficulties in Recognizing One’s Own Incompetence Lead to Inflated Self-Assessments. Journal of Personality and Social Psychology, 77(6), 1121–1134. https://doi.org/10.1037/0022-3514.77.6.1121 Wisittigars, B. & Siengthai, S. (2019). Crisis leadership competencies: the facility management sector in Thailand. Facilities, 37(13/14), 881–896. https://doi.org/10.1108/f-10-2017-0100 To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

In this episode of @TheScienceofLeadership , Tom Collins welcomes Dr. Kate Smith, Senior Associate Dean of Biology Education and Professor of Medical Science at Brown University, to delve into the powerful concept of Radical Candor. Dr. Smith explains that Radical Candor, as defined by Kim Scott, is about "how to say what you mean without being mean". It requires both caring personally and challenging directly. The conversation explores the pitfalls of leadership communication when Radical Candor is absent, identifying three common traps: 🔸Obnoxious Aggression: Challenging directly without personal care, leading to feelings of attack and disregarded criticism. 🔸Manipulative Insincerity: Offering insincere praise or talking negatively behind someone's back, which creates toxic workplaces. 🔸Ruinous Empathy: Protecting short-term feelings by avoiding direct feedback, often leading to regrettable mistakes and unaddressed poor performance. Dr. Smith shares a personal anecdote demonstrating the immediate and positive impact of Radical Candor, highlighting its real-time, direct, and empathetic nature. They discuss how setting clear expectations for communication within a team fosters a culture where feedback is received more effectively. The episode also touches upon the scientific backing for Radical Candor's components, such as transparency fostering psychological safety and collaboration , and empathy leading to higher job satisfaction, innovation, and performance. Dr. Smith emphasizes that Radical Candor isn't just for criticism; it's equally vital for delivering genuine, in-the-moment praise. Ultimately, the discussion underscores that practicing Radical Candor builds trust, deepens connections, and increases efficiency, contributing not only to better leadership but to a better life overall. Tom and Dr. Smith even introduce the complementary concept of "Radical Curiosity" as a way for leaders to gain deeper understanding before offering feedback. To learn more about the science of leadership, visit https://www.fourstarleaders.com/ Note: Dr. Smith inadvertently referred to Kim Scott, the author of Radical Candor, as "Kristen Scott" several times during the podcast. She recognized her mistake later and is sorry for that. References Bennis, W., Goleman, D. & O’Toole, J. (2008). Transparency: How Leaders Create a Culture of Candor. Jossey-Bass. Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons. Kock, N., Mayfield, M., Mayfield, J., Sexton, S. & Garza, L. M. D. L. (2019). Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance. Journal of Leadership & Organizational Studies, 26(2), 217–236. https://doi.org/10.1177/1548051818806290 Scott, K. (2015). Radical Candor: How to Be a Kick-Ass Boss Without Losing Your Humanity. St. Martin’s Press. Vich, M. & Kim, M. Y. (2016). Construction and Application of Radical Candor: Efficiency of Criticism at Work. Central European Business Review, 5(4), 11–22.

In this episode of The Science of Leadership, host Tom Collins welcomes Matt Abrahams, a strategic communication lecturer at Stanford University's Graduate School of Business, author, and host of the Think Fast, Talk Smart podcast. They dive deep into the concept of strategic communication, which Matt defines as the application of clear goals and purpose to our communication, whether handling a crisis or propagating a message throughout an organization. Key ideas discussed include: Communication as Operationalized Leadership: Matt shares that communication is "operationalized leadership," meaning leaders lead through how they communicate. The Biggest Mistake in Strategic Communication: A critical mistake leaders often make is not involving communication early enough in their processes, viewing it as an afterthought rather than an integral part of problem-solving or opportunity seizing. Audience-Centric Communication: Effective communication is not about what you say, but "what they hear". It's crucial to understand your audience's position, orientation, and values, then tailor your message to ensure they receive the intended meaning. Improving Communication Skills: Matt provides practical tips for enhancing strategic communication, emphasizing three essential methods for improvement: repetition, reflection, and feedback. The "Must-Have" of Strategic Communication: Beyond understanding your audience, the second most important aspect is having a clear, goal-directed message. A clear goal has three parts: What you want the audience to know (information). How you want them to feel (emotion). What you want them to do (action). The Value of Communication Training: Investing in formal communication training is vital for leadership success, a practice exemplified by top military leaders. To learn more about Matt Abrahams' work, visit his website at https://www.fastersmarter.io/ and check out his podcast, Think Fast, Talk Smart. You can also connect with him on LinkedIn. If you want to learn more about The Science of Leadership, visit https://www.fourstarleaders.com/ References Abrahams, M. (2016). Speaking Up Without Freaking Out: 50 Techniques for Confident and Compelling Presenting, 3rd ed. Kendall Hunt Publishing. Abrahams, M. (2023). Think Faster, Talk Smarter: How to Speak Successfully When You’re Put on the Spot. Simon Element.

Join Tom Collins on this episode of @TheScienceofLeadership as he welcomes Dr. David Ulrich, a leading authority on leadership and human resource development, and co-founder of the RBL Group. Dr. Ulrich, author of over 30 books, including The Leadership Code, shares insights into the essential framework for leadership effectiveness, outlining its five key rules: strategy, execution, managing talent, building the future, and personal proficiency. Discover how these timeless principles, from knowing where you're going and making progress to nurturing your people and investing in the next generation, form the "DNA code" of leadership. Dr. Ulrich and Tom delve into the importance of a leader's aspiration in an uncertain world, and how fostering an environment where individuals feel better about themselves after an interaction is a crucial test of leadership. They explore the concept of "leadership brand," emphasizing the critical link between internal leadership actions and external customer promises, highlighting that true value creation extends beyond just shareholder returns to encompass all stakeholders. This episode offers valuable takeaways for anyone seeking to cultivate not just effective leadership, but a truly meaningful life. Key References: Carnegie, D. (1948). How to Stop Worrying and Start Living. Simon & Schuster. Carnegie, D. (1937). How to Win Friends and Influence People. Simon & Schuster. Ulrich, D., & Smallwood, N. (2007). Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value. Harvard Business Review Press. Ulrich, D., Smallwood, N., & Sweetman, K. (2008). The Leadership Code: Five Rules to Lead By. Harvard Business Press. Ulrich, D., & Ulrich, W. (2010). The Why of Work. McGraw Hill. To dive deeper into the science behind exceptional leadership and gain more valuable insights, visit https://www.fourstarleaders.com/ today!

In this episode of @TheScienceofLeadership , host Tom Collins is joined by Amanda Riegel, founder and CEO of Excelle, to explore the critical role of transparency in leadership. This intriguing conversation delves into the nuances of transparent leadership and its essential connection to trust and effective decision-making. Amanda shares her journey from education to founding Excelle, a company dedicated to empowering women leaders, and discusses how transparency and predictable processes build trust within organizations. Throughout the episode, Amanda and Tom reveal key insights into the interaction between transparency and authenticity and its impact on organizational stability. They discuss effective strategies for fostering transparency, such as maintaining open dialogues, encouraging two-way communication, and leading with vulnerability. Emphasizing the importance of understanding cultural dynamics in leadership, Amanda introduces practical methods for balancing transparency with discretion. Tom and Amanda also unpack the importance of transparency in both normal operations and high-pressure situations, discussing its scientific backing and its integral role in successful leadership models. Key Takeaways: 🔸Transparency in leadership fosters trust, enhances decision-making, and contributes to team cohesion and organizational stability. 🔸Authenticity and transparency, although interconnected, are distinct concepts that support leaders in aligning personal values with their professional environment. 🔸Understanding cultural dynamics within an organization can guide leaders in maintaining the right balance between transparency and necessary discretion. 🔸Building relationships and knowing your team are crucial in determining when and how to be transparent. 🔸Promoting a transparent and open work environment can boost psychological safety, trust, and innovation among team members. For more information about Amanda or Excelle, visit: https://www.excelle.me/ References: Allender, D. B. (2008). Leading With a Limp. WaterBrook. Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons.

In this episode of @TheScienceofLeadership , host Tom Collins explores the profound connection between sleep and leadership with eminent sleep researcher Dr. Phil Gehrman. The conversation delves into how proper rest influences decision-making, innovation, and the overall well-being of leaders. With fascinating anecdotes and empirical studies, this episode reveals what most leaders overlook — the critical role sleep plays in sustaining effective leadership. Dr. Phil Gehrman unpacks the science of sleep and its underestimated importance in cognitive function, emotional regulation, and leadership skills. Throughout the discussion, Dr. Gehrman challenges the misconception that sleep is a passive state, emphasizing instead that it is a highly active process crucial for mental health and performance. The episode highlights topics such as the ideal amount of sleep, the distinction between sleep quantity and quality, and the vital importance of rest periods for leaders. By leveraging groundbreaking studies and personal experiences, listeners gain valuable insights into the practical steps necessary for maximizing sleep quality. Key Takeaways: 🔸Active Sleep Process: Sleep is an active, restorative process, not a passive one — essential for cognitive recovery and long-term memory consolidation. 🔸Individual Sleep Needs: The average adult needs 7-8 hours of sleep, but individual needs may vary; quality of sleep is as crucial as quantity. 🔸Impact on Leadership: Insufficient sleep adversely affects executive functions crucial for leadership, like decision-making and impulse control. 🔸Importance of Consistency: Routine sleep schedules, coupled with intentional rest periods during the day, significantly enhance sleep quality and leadership efficacy. 🔸Sleep Deprivation Study: Lack of sleep contributes to impaired performance over time and hinders an individual's ability to assess their own cognitive degeneration. Key References: Bian, W., Biswas, R. K., Ahmadi, M. N., et al. (2025). Dose-response associations of device-measured sleep regularity and duration with incident dementia in 82391 UK adults. BMC Public Health, 25(1), 516. Carney, C. E., Manber, R., & Bootzin, R. (2009). Quiet your mind and get to sleep: Solutions to insomnia for those with depression, anxiety, or chronic pain. New Harbinger. Gottesman, R. F., Lutsey, P. L., Benveniste, H., et al. (2024). Impact of sleep disorders and disturbed sleep on brain health: A scientific statement from the American Heart Association. Stroke, 55(3), e61-e76. Howard, C., Mukadam, N., Hui, E. K., & Livingston, G. (2024). The effects of sleep duration on the risk of dementia incidence in short and long follow-up studies: A systematic review and meta-analysis. Sleep Medicine, 124, 522-530. Mayer, G., Frohnhofen, H., Jokisch, M., Hermann, D. M., & Gronewold, J. (2024). Associations of sleep disorders with all-cause McI/dementia and different types of dementia: Clinical evidence, potential pathomechanisms, and treatment options: A narrative review. Frontiers in Neuroscience, 18, 1372326. Olsen, O. K., Pallesen, S., Torsheim, T. & Espevik, R. (2016). The effect of sleep deprivation on leadership behaviour in military officers: an experimental study. Journal of Sleep Research, 25(6), 683–689. Palpatzis, E., Bass, N., Jones, R., & Mukadam, N. (2022). Longitudinal association of apolipoprotein E and sleep with incident dementia. Alzheimer’s & Dementia: The Journal of the Alzheimer’s Association, 18(5), 888-898. Sen, A., & Tai, X. Y. (2023). Sleep duration and executive function in adults. Current Neurology and Neuroscience Reports, 23(11), 801-813.

In this enlightening episode of @TheScienceofLeadership , host Tom Collins delves into the nuanced world of leadership coaching alongside seasoned expert David Parks. Collins, drawing from his experience as both a beneficiary and provider of leadership coaching, guides the conversation to explore the profound impact that executive coaching can have on leadership development. Whether it is overcoming obstacles or crafting strategies for success, this episode emphasizes how leadership coaches, like David Parks, act as mirrors, offering leaders an opportunity for self-reflection and growth. The discussion moves into the transformative power of coaching in organizations, as highlighted by David Parks' exemplary work. From practical insights into the coaching process to anecdotes about reducing physician burnout and enhancing team performance, this episode is packed with actionable strategies for aspiring and seasoned leaders alike. Parks adeptly outlines the characteristics of a successful coaching relationship, contrasting it with mentorship and consultancy, and shares the importance of building trust and creating a space for authentic transformation. These themes are crucial for understanding how a strategic approach to coaching can result in robust leadership and organizational success. Key Takeaways: 🔸The Value of Coaching: Leadership coaching provides a behavioral mirror that enhances self-awareness, helps leaders identify blind spots, and encourages effective action to achieve organizational goals. 🔸Transformative Impact: Successful coaching requires a shift from purely corrective (remedial) coaching to developmental coaching, focusing on drawing out the inherent potential in leaders. 🔸Practical Application: David Parks highlights the necessity for coaching models that are customized and practical, eschewing overly formulaic approaches in favor of addressing the unique needs of each leader. 🔸Real-Life Success Stories: Implementing coaching strategies led to significant outcomes, such as reducing symptoms of physician burnout at Mayo Clinic by 23% and increasing quality of life scores, demonstrating measurable business impact. 🔸Authenticity and Communication: Great leadership derives from authenticity, honesty, and the ability to inspire through effective communication—a recurring theme underscored by Parks. 🌐More information about David Parks | Circle Up Coaching | http://www.circleupcoaching.com References International Coaching Federation. (2024). Global coaching study. https://coachingfederation.org/research/global-coaching-study Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249–277. Montgomery, B. L. (1961). The Path to Leadership. G. P. Putnam’s Sons. Parker‐Wilkins, V. (2006). Business impact of executive coaching: demonstrating monetary value. Industrial and Commercial Training, 38(3), 122–127. Schlosser, B., Steinbrenner, D., Kumata, E. & Hunt, J. (2007). The Value of Executive Coaching. The International Journal of Coaching in Organizations, 1, 140–157. Thompson, G. (2020). The Master Coach. Select Books. Waterman, R. H., & Peters, T. J. (2006). In Search of Excellence. Harper Business.

The journey to becoming an effective leader is underpinned by preparation, anticipation, and attention to the legacy of impact. Admiral Michael Rogers' conversation with Tom Collins on the @TheScienceofLeadership podcast reveals profound lessons rooted in military leadership that resonate beyond the battlefield and into the fabric of organizational success. Rogers brings to light his approach to leadership honed over decades, emphasizing the importance of thorough preparation in achieving strategic objectives and ensuring mission completion. Rogers discusses the nuances of effective preparation, highlighting how the anticipation of uncertainties plays a crucial role in mission success. He shares powerful stories from his military past, particularly an experience that shaped his understanding of leadership and preparation in high-pressure environments. The episode delves into the mindset required for leading teams to success, exploring how preparation translates into performance and touches on Rogers' belief in the power of confidence, humility, and truthfulness in transformative leadership. Utilizing lessons from extensive military service, Rogers provides actionable insights into inspiring team readiness and implementing strategic foresight, applicable across various fields beyond the military. Key Takeaways: 🔸Preparation is integral to leadership, acting as a predictor and enabler of success. 🔸 Rogers emphasizes learning from past failures to drive future readiness and mission efficacy. 🔸Team trust and confidence are built through honest communication and preparedness. 🔸The anticipation of adversarial actions can make strategic operations more effective. 🔸Humility and confidence are critical traits of successful leaders, ensuring adaptability in crises. References Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don’t. Gollwitzer, P. M., & Sheeran, P. (2006). Implementation Intentions and Goal Achievement: A Meta-analysis of Effects and Processes. Advances in Experimental Social Psychology. Klein, G. (2007). Performing a Project Pre-mortem. Harvard Business Review. Phillips, D. T., & Loy, J. M. (2008). The Architecture of Leadership: Preparation Equals Performance. Naval Institute Press.

Join us on this episode of the @TheScienceofLeadership podcast, as host Tom Collins sits down with renowned leadership expert Jim Kouzes to explore the deeply relational aspect of leadership. Emphasizing the heart of leadership, specifically through Kouzes' and Barry Posner's concept of "Encouraging the Heart," this conversation delves into how expressing appreciation and recognizing individual contributions are essential components for successful leadership. In this engaging dialogue, Jim Kouzes shares powerful stories and empirical data that illustrate how "Encouraging the Heart" is vital for fostering a high-performing team and driving engagement. From defining exemplary leadership practices to recounting historical figures like President John F. Kennedy and the principles they embodied, Kouzes brings to life the transformative power of caring in leadership. This episode is filled with actionable insights for leaders eager to harness the potential of encouragement to elevate their organizational culture and accomplish higher performance levels. Key Takeaways: 🔸Leadership is fundamentally about relationships, and its quality determines the engagement level. 🔸"Encouraging the Heart" involves recognizing individual contributions and celebrating collective successes. 🔸Acknowledging and appreciating employees significantly boosts engagement and drives productivity. 🔸Personalizing recognition efforts and storytelling are key components of impactful leadership. 🔸Setting clear standards and expectations while spreading an attitude of caring can radically transform an organization's morale and effectiveness. References Amabile, T. M., Schatzel, E. A., Moneta, G. B. & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5–32. Avolio, B. J. & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. Fredrickson, B, L. (2001). The role of positive emotions in positive psychology. The broaden-and-build theory of positive emotions. The American Psychologist, 56(3), 218-226. Kouzes, J. M. & Posner, B. Z. (2003). Encouraging the Heart: A Leader’s Guide to Rewarding and Recognizing Others. Jossey-Bass. Kouzes, J. M. & Posner, B. Z. (2023). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (7th ed.). Jossey-Bass. Wang, X.-H. (Frank) & Howell, J. M. (2010). Exploring the Dual-Level Effects of Transformational Leadership on Followers. Journal of Applied Psychology, 95(6), 1134–1144.

In this engaging episode of the @TheScienceofLeadership podcast, host Tom Collins welcomes esteemed guest General Frank Grass, former Commanding General of the U.S. National Guard, to discuss the pivotal role of delegation in effective leadership. General Grass draws from his extensive military experience to offer insightful perspectives on why delegation is not just beneficial but essential for successful leadership. This episode provides listeners with valuable insights into the core principles that distinguish exceptional leaders and pinpoint how delegation can significantly impact team dynamics and outcomes. Through the conversation, General Grass underscores the importance of knowing one's strengths and limits, prioritizing tasks that truly require a leader's attention, and empowering team members by delegating responsibilities appropriately. Rich with real-world examples from his military career, General Grass highlights strategic thinking, trust-building, and clear communication as core aspects of effective delegation. The discussion extends to practical advice on embracing delegation to prevent burnout, foster innovation, and enhance team collaboration, making this a compelling episode for leaders seeking to enhance their delegation skills. Key Takeaways: 🔸Understand Yourself: Recognize your management style and be aware of your strengths and limitations as a leader to facilitate better delegation. 🔸Set Clear Expectations: Clearly define tasks and communicate the mission effectively to those you delegate to ensure alignment and understanding. 🔸Empower with Trust: Delegate authority and trust your team members to make decisions while retaining responsibility for overall outcomes. 🔸Navigate Modern Challenges: Consider the impact of current communications technologies and rapid information dissemination on decision-making and delegation. 🔸Prioritize Strategic Thinking: Delegate operational tasks to maintain focus on strategic priorities and empower yourself with time for critical thinking and planning. Key References: Blunden, H. & Steffel, M. (2023). The downside of decision delegation: When transferring decision responsibility incurs interpersonal costs. Organizational Behavior and Human Decision Processes, 176, 104251. Blunden, H. & Steffel, M. (2024). How to Delegate Decision-Making Strategically. Harvard Business Review. www.hbr.org De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behavior. European Journal of Innovation Management, 10(1), 41–64. Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. Drescher, G. (2017). Delegation outcomes: Perceptions of leaders and follower’s satisfaction. Journal of Managerial Psychology, 32(1), 2-15. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. Finkelstein, S. (2016). Superbosses Aren’t Afraid to Delegate Their Biggest Decisions. Harvard Business Review. www.hbr.org Martell, R. F., & DeSmet, A. L. (2001) A diagnostic-ratio approach to measuring beliefs about the leadership abilities of male and female managers.Journal of Applied Psychology, 86(6), 1223-1231. Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422. Schriesheim, C. A., Neider, L. L. & Scandura, T. A. (1998). Delegation and Leader-Member Exchange: Main Effects, Moderators, and Measurement Issues. Academy of Management Journal, 41(3), 298–318. Sloof, R. & Siemens, F. A. von. (2021). Effective leadership and the allocation and exercise of power in organizations. The Leadership Quarterly, 32(4), 101277. Sostrin, J. (2017). To Be a Great Leader, You Have to Learn How to Delegate Well. Harvard Business Review. www.hbr.org Yukl, G. A. (2010). Leadership in Organizations (7th ed.). Prentice Hall.