The Science of Leadership

In this episode of The Science of Leadership, Drs. Tom Collins and Justin Hamrick explore the often-overlooked role of fun in effective leadership. They discuss how incorporating fun into leadership can boost morale, strengthen relationships, and improve performance. The conversation includes definitions of fun in the workplace, real-life examples of leaders who successfully integrate fun into their teams, and the neuroscience behind how fun fosters connections. Tom and Justin also provide practical tips for leaders to create fun and engaging work environments while maintaining professionalism and respect. Key Takeaways Fun boosts morale and strengthens relationships. Incorporating fun into leadership can improve performance. Fun in the workplace is not about being irresponsible. Leaders should be the butt of the joke, not their team. Humor can be a powerful tool for connection. Fun can help teams navigate challenging situations. Authenticity is key when incorporating fun into leadership. Recognizing individual talents can foster a fun environment. Fun can lead to greater innovation and productivity. Building relationships through fun prepares teams for tough times. References Karl, K., & Harland, L. (2005). What’s fun and what’s not: An examination of age, gender difference, and attitudes toward fun activities at work. Proceedings from the Midwest Academy of Management, Chicago, IL Kringelbach, M. L. & Berridge, K. C. (2010). The Neuroscience of Happiness and Pleasure. Social Research, 77(2), 659–678. Lamm, E., & Meeks, M.D. (2009). Workplace fun: the moderating effects of generational differences. Employee Relations, 31(6), 613-631. Oswald, A. J., Proto, E., & Sgroi, D. (2015) Happiness and productivity. Journal of Labor Economics, 33(4), 789-822. Petelczyc, C. A., Capezio, A., Wang, L., Restubog, S. L. D. & Aquino, K. (2018). Play at Work: An Integrative Review and Agenda for Future Research. Journal of Management, 44(1), 161–190. Ruangkanjanases, A. & Chen, C. (2019). Attitude, job satisfaction, and task performance of Thai millennial employees toward workplace fun. International Journal of Research in Business and Social Science (2147- 4478), 8(5), 113–122. Yang, F. R. & Chen, C.-H. V. (2023). Having fun! The role of workplace fun in enhancing employees’ creative behaviors in Chinese work settings. Heliyon, 9(3), e14597.

Start with purpose, but not just any purpose. Understand the core of being "on-purpose" rather than "purpose-driven." Join Tom Collins on this episode of the @TheScienceofLeadership podcast as he delves into the transformative power of "on-purpose leadership" with Kevin McCarthy. This enlightening episode unravels the concept of "on-purpose" leadership, contrasting it with popular notions of being "purpose-driven." Kevin McCarthy shares his unique insights on understanding and harnessing one's innate purpose, which he likens to spiritual DNA, to lead with clarity and effectiveness. He presents a different perspective that challenges traditional views, emphasizing the importance of responding to our inner calling and aligning it with organizational goals. Throughout the episode, Kevin McCarthy discusses the critical role purpose plays in enhancing organizational performance and personal fulfillment. Using real-life examples, he demonstrates how aligning one's personal purpose with the organization leads to increased engagement, innovation, and overall well-being. The conversation touches on key themes like the importance of knowing one's identity, the dangers of misidentification, and how purpose can act as a guiding light through adversity. Whether you're a leader seeking to inspire your team or someone on a personal journey to discover your calling, this episode provides valuable insights and practical tips for integrating purpose into leadership and daily life. Key Takeaways: 🔸Purpose is a critical component of effective leadership, serving as a guiding force for both individuals and organizations. 🔸True purpose is innate and should not be equated with roles or titles; it's about responding to an internal calling. 🔸Aligning personal purpose with organizational goals enhances engagement, productivity, and overall organizational performance. 🔸Identifying and living by one's purpose can lead to longer, more fulfilling lives, as shown by studies linking purpose to increased longevity. 🔸Understanding and nurturing the purpose of those you lead fosters a supportive and innovative workplace environment. IN THIS EPISODE 0:00 | Exploring Purpose-Driven Leadership and Its Innate Nature 8:34 | Purpose-Driven Leadership and Its Impact on Perception 14:42 | Aligning Personal Purpose With Organizational Mission for Success 20:58 | Discovering Purpose Beyond Professional and Social Roles 26:02 | The Impact of Purpose on Longevity and Organizational Success 30:05 | Identity Versus Identifiers in Defining Purpose 38:53 | Purpose as a Guiding Light Through Adversity References Center for Creative Leadership. (2024). Purpose in Leadership: Why & How. https://www.ccl.org/articles/leading-effectively-articles/purpose-in-leadership-why-how/?utm_source=chatgpt.com Deloitte. (2015). Becoming irresistible: A new model for employee engagement. https://www2.deloitte.com/us/en/insights/deloitte-review/issue-16/employee-engagement-strategies.html George, B., & Sims, P. (2007). True North: Discover Your Authentic Leadership. Jossey-Bass. Hill, P. L., & Turiano, N. A. (2014). Purpose in Life as a Predictor of Mortality Across Adulthood. Psychological Science, 25(7), 1482-1486. McCarthy, K. W. (2012). The On-Purpose Business Person: Doing More of What You Do Best More Profitably. On-Purpose Publishing. McCarthy, K. W. (2017). Chief Leadership Officer: Increasing Wealth So Everyone Profits. On-Purpose Publishing. Rey, C., Bastons, M. & Sotok, P. (Eds.). (2019). Purpose-driven Organizations: Management Ideas for a Better World. Palgrave MacMillen. Ribeiro, M. F., Costa, C. G. d., & Ramos, F. R. (2024). Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context. Administrative Sciences, 14(7), 148. Sinek, S. (2011). Start With Why: How Great Leaders Inspire Everyone to Take Action. Portfolio. Sisodia, R. S., Wolfe, D. B., & Sheth, J. N. (2007). Firms of Endearment: How World-Class Companies Profit from Passion and Purpose. Prentice Hall.

In this episode of @TheScienceofLeadership , host Tom Collins is joined by U.S. Navy Admiral (ret.) Scott Swift, who shares his expertise on the pivotal role of calculated risk in leadership, drawing from his vast naval experience, including serving as the Commander of the U.S. Pacific Fleet. With a career handling high-stakes situations, Admiral Swift discusses the significance of embracing uncertainty as a resource, which is crucial for innovation and progress within any organization. This episode dives into the dynamics of risk as it relates to organizational learning and success, providing listeners with practical insights on how to reevaluate their approach to risk in leadership. Admiral Swift elucidates that successful organizations often conceive risk as an integral part of their culture rather than a liability, a mindset particularly evident in startups. Throughout the conversation, he shares valuable lessons from his illustrious career, illustrating how calculated risk-taking can yield significant benefits. Tom and Admiral Swift also discuss the often-overlooked correlation between risk and learning, underscoring the necessity for leaders to foster a culture where risk facilitates growth and innovation. The episode offers a compelling narrative on transforming the apprehension surrounding risk into a strategic advantage, a shift critical in today’s competitive landscapes. Key Takeaways: 🔸Successful organizations view risk as a resource rather than a liability, embracing it as essential to achieving their goals. 🔸Calculated risks are crucial for fostering high-velocity learning and sparking innovation within organizations. 🔸 Leaders must balance risk-taking with ensuring psychological safety to unlock their team’s full potential. 🔸It is vital for leaders to reframe failure as a part of the learning process and not as a setback. 🔸Understanding the context and relevance of risk is key for leaders aiming to drive organizational growth and stay competitive. References De Dreu, C. K., & West, M. A. (2001). "Minority dissent and team innovation." Journal of Applied Psychology, 86(6), 1191-1201. 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. Tversky, A., & Kahneman, D. (1981). The framing of decisions and the psychology of choice. Science, 211, 453–458.

In this episode of @TheScienceofLeadership podcast, host Tom Collins engages with U.S. Air Force General Ed Rice to explore the leadership principle of focusing on "doing only what only you can do." The discussion kicks off with General Rice emphasizing the importance of leaders evaluating and empowering their team members by providing responsibility and challenging opportunities for growth. The conversation underscores the significance of leaders dedicating their time to charting the course for the organization rather than being engulfed in tasks that could be delegated. Diving deeper into leadership dynamics, General Rice shares pivotal anecdotes from his career, providing listeners with real-world insights on when and how to intervene as a leader effectively. The conversation highlights the necessity for leaders to delegate appropriately, ensuring organizational efficiency and empowering subordinates. General Rice elaborates on understanding the different roles within an organization and maintaining an optimal balance between responsibility, accountability, and authority. His discussion with Tom Collins offers listeners actionable advice on overcoming the pitfalls of micromanagement and avoiding the trap of reverting to familiar tasks rather than leading strategically. Key Takeaways: 🔸Leaders should focus on tasks that only they can do to effectively guide the organization, setting clear directions and strategies. 🔸Delegating duties to capable team members promotes empowerment and accountability while fostering a healthy organizational culture. 🔸Understanding personal strengths and harnessing the potential of subordinates are crucial for successful leadership. 🔸Time management and prioritizing important tasks over mere busyness can significantly impact leadership effectiveness. 🔸Leaders have a unique role in knowing when to bend rules thoughtfully, demonstrating flexibility and strategic decision-making. In this Episode: 0:00 | Intro 5:32 | Leadership and Communication During Military Crises 10:10 | Balancing Leadership and Delegation for Effective Team Management 16:34 | Effective Leadership Through Prioritization and Time Management 22:10 | Leadership Decisions in Crisis Management and Delegation 27:41 | Sears' Diversification Mistake and Its Impact on Their Success 33:58 | Aligning Responsibility, Authority, and Accountability in Leadership 39:22 | Leadership Insights: Rule Followers, Risk Takers, and Empowerment References Blunden, H. & Steffel, M. (2024). How to Delegate Decision-Making Strategically. Harvard Business Review. www.hbr.org Mathebula, B. & Barnard, B. (2020). The Factors of Delegation Success: Accountability, Compliance and Work Quality. Expert Journal of Business and Management, 8(1), 76–97. Mathieu, J. E., Gilson, L. L. & Ruddy, T. M. (2006). Empowerment and Team Effectiveness: An Empirical Test of an Integrated Model. Journal of Applied Psychology, 91(1), 97–108. https://doi.org/10.1037/0021-9010.91.1.97 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. https://doi.org/10.5465/256909 Sostrin, J. (2017). To Be a Great Leader, You Have to Learn How to Delegate Well. Harvard Business Review. www.hbr.org Zhang, X., Qian, J., Wang, B., Jin, Z., Wang, J. & Wang, Y. (2017). Leaders’ Behaviors Matter: The Role of Delegation in Promoting Employees’ Feedback-Seeking Behavior. Frontiers in Psychology, 08, 920. https://doi.org/10.3389/fpsyg.2017.00920

Welcome to the Science of Leadership, where host Tom Collins delves into the transformative power of positivity and resilience with former marathoner and professional cyclist Leah Thorvilson. This episode uncovers Leah's incredible journey from an elite marathon career to overcoming debilitating injuries and reinventing herself as a professional cyclist. Through personal anecdotes and professional insights, Leah shares how setbacks can be transformed into setups for success, highlighting the critical role of resilience in leadership and personal growth. In this riveting episode, Leah provides a behind-the-scenes look at the challenges she faced when an injury ended her running career. Instead of succumbing to disappointment and despair, she pivoted to cycling. Through the power of positivity and grit, Leah won Zwift Academy's worldwide competition to earn a spot on the premier women's professional cycling team, and she did so at the age of 37, a rarity in an age-dominated field. Tom and Leah discuss the concepts of post-traumatic growth and positive psychology, demonstrating how leaders can harness adversity to foster team innovation, trust, and resilience. This discussion underscores the essential mindset and strategies leaders need to cultivate an environment where everyone can thrive. Key Takeaways: 🔸Resilience and positivity are essential qualities for leaders and individuals facing adversity; they can transform setbacks into opportunities for growth. 🔸Leah's journey from running to professional cycling highlights the power of adaptability and why it's crucial to seek new opportunities. 🔸Embracing challenges with a positive mindset can lead to greater morale, creativity, and performance within teams and organizations. 🔸Leaders who model optimism and gratitude foster psychological safety and enhance team engagement and productivity. 🔸Trust your intuition and remain open to unexpected opportunities that can redefine your personal and professional trajectory. 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. 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.

Join us on the latest episode of the @TheScienceofLeadership podcast, where host Tom Collins welcomes the esteemed U.S. Coast Guard Admiral (ret.) Thad Allen. In today’s fast-paced and unpredictable world, crisis management stands as an indispensable skill, especially for leaders steering the helm. Admiral Thad Allen, a revered figure known for his exemplary crisis management during Hurricane Katrina and the Deepwater Horizon oil spill, shared his insights into the anatomy of crisis management, offering an insightful look at how transformational leadership can make or break a response to disaster. Allen underscores the critical importance of understanding and defining the problem at hand. He notes, "Problem definition, what really needs to be done, and what are the outcomes you're trying to achieve are critically important." Admiral Allen’s experience reveals that effective crisis management often entails acting swiftly, yet strategically. This is particularly evident when he stated, “You need to assign a professional, the best expert you can, to run and manage the response. And then you need to run the country.” This highlights the necessity for leaders to engage the right expertise to navigate the crisis while maintaining their overarching responsibilities. By sharing anecdotes from his storied career, he paints a picture of leadership that is pragmatic yet deeply empathetic. This episode also examines the intricacies of communication in crisis management, detailing the necessity of transparency, accountability, and strategic planning. Listeners will come away with actionable insights into adopting a crisis-ready leadership style and the crucial role preparation plays in leading through uncertainty. Key Takeaways: 🔸Lifelong Learning: Crisis management requires the accumulation of diverse experiences and continuous learning to adapt effectively. Transparency and Accountability: Trust and honest communication with the public are vital during crises. 🔸Preparation and Planning: Engaging in comprehensive planning helps build readiness and resilience, even when the exact nature of a crisis is unknown. 🔸Transformational Leadership: Emotional intelligence and the ability to build cohesive teams are essential for effective crisis response. 🔸Leadership Separation: Leaders must delineate roles, focusing on both operational execution and political leadership, to navigate complex emergencies. Key References: Al Thani, F. B. H., & Obeidat, A. M. (2020). The impact of strategic leadership on crisis management. International Journal of Asian Social Science, 10(6), 307–326. Bowers, M. R., Hall, J. R., & Srinivasan, M. M. (2017). Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management. Business Horizons, 60(4), 551–563. Coombs, W. T. (2014). State of crisis communication: Evidence and the bleeding edge. Research Journal of the Institute for Public Relations, 1(1). Farazmand, A. (2009). Hurricane Katrina, the crisis of leadership, and chaos management: Time for trying the ‘surprise management theory in action’. Public Organization Review, 9(4), 399-412. Kapucu, N., & Ustun, Y. (2018). Collaborative crisis management and leadership in the public sector. International Journal of Public Administration, 41(7), 548–561. Parsons, W. (1996). Crisis management. Career Development International, 1(5), 26–28. Senge, P. (1990). The Fifth Discipline: The Art and Practice of The Learning Organization. Double Day. Wisittigars, B., & Siengthai, S. (2019). Crisis leadership competencies: The facility management sector in Thailand. Facilities, 37(13/14), 881–896.

In this episode of @TheScienceofLeadership podcast, host Tom Collins engages with U.S. Army General (ret.) Mike Scaparrotti as they discuss how the fundamentals are the key to exceptional leadership. The conversation delves into the core fundamentals that define exceptional leadership, underscoring the prime importance of character, competence, and caring. Through anecdotal experiences and rich, thought-provoking dialogues, General Scaparrotti elucidates the principles that have guided leaders towards success in both military and civilian domains. Throughout the episode, the emphasis is on understanding and practicing leadership fundamentals such as character, competence, caring, and communication. General Scaparrotti provides practical illustrations from his tenure, emphasizing the value of maintaining high standards and adhering to principles even under pressure. By focusing on the essential leadership traits and distilling the military's teaching into universally applicable lessons, listeners are provided with a roadmap for cultivating effective leadership qualities in any field. The dialogue also highlights the nuanced differences between successful leaders who emphasize character and those who rely on sheer competence, bringing forward the importance of trust and integrity in leadership roles. Key Takeaways: 🔸Fundamental Importance: Leaders must consistently practice the fundamentals of leadership, including character, competence, caring, and communication, to foster trust and effectiveness. 🔸Character Trumps Strategy: General Scaparrotti asserts that a leader with strong character is preferable to one with just tactical proficiency, as character lays the foundation for trustworthy leadership. 🔸Intentional Development* Leaders are encouraged to be intentional in their personal growth and reflective in their practices to continuously improve. 🔸Lessons from the Battlefield: Practical stories from both battlefield and everyday situations illustrate how upholding fundamentals can vastly improve outcomes. 🔸Adaptation to Change: Staying current and embracing emerging technologies is pivotal for leaders to maintain relevance in rapidly evolving domains. Key words in this episode include leadership, fundamentals, character, competence, communication, leadership fundamentals, military leadership, leadership principles, effective leadership, leadership development, importance of leadership fundamentals, how to practice leadership fundamentals, examples of leadership failures, impact of character in leadership, and role of communication in leadership. References Wooden, J., & Jamison, S. (2005). Wooden on Leadership. McGraw-Hill. Character Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217. Gini, A. (2004). Ethics and Leadership. Business and Society Review, 109(3), 325-342. Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142. Peterson, C., & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification. Oxford University Press. Competence Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35. 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. Caring Mehra, V., & Srivastava, S. (2024). The role of empathy in leadership on employee satisfaction and organizational performance: A qualitative analysis. Economic Sciences, 20(2), 107-115. Raina, R. (2022). Moving Crisis to Opportunities: A corporate perspective on the impact of compassionate empathic behaviour on the well-being of employees. International Journal of Global Business and Competitiveness, 17(2), p. 239–255. Rahman, W. A., & Castelli, P. A. (2013). The impact of empathy on leadership effectiveness among business leaders in the United States and Malaysia. International Journal of Economics Business and Management Studies, 2(3), 83–97. Communication Clampitt, P. G. & Downs, C. W. (1993). Employee Perceptions of the Relationship Between Communication and Productivity: A Field Study. Journal of Business Communication, 30(1), 5–28. Fairhurst, G. T. & Connaughton, S. L. (2014). Leadership: A communicative perspective. Leadership, 10(1), 7–35. Men, L. R. (2014). Strategic Internal Communication: Transformational Leadership, Communication Channels, and Employee Satisfaction. Management Communication Quarterly, 28(2), 264–284.

As leaders, mastering your current battlespace provides credibility and brings the team along. Dive into our latest discussion with General Gene Renuart for impactful insights. In this engaging episode of the @TheScienceofLeadership podcast, host Tom Collins is joined by an esteemed guest, General Gene Renuart, who explores the paramount importance of understanding and mastering the "battlespace" as a leader. General Renuart shares his wealth of experiences from various high-stakes military operations and offers practical lessons for leaders operating in both military and corporate environments. His insights provide a compelling narrative that intertwines strategic military concepts with leadership practices applicable across different sectors. Throughout the discussion, General Renuart emphasizes the significance of becoming an expert in your current role to lead effectively, referencing the necessity of battlespace knowledge in Afghanistan and how a lack of understanding impacted operations. Key themes include the value of empathy, technical skills, and credibility in leadership. These are underscored by anecdotes from Renuart's career, illustrating the power of preparedness and adaptability. The episode offers listeners actionable strategies to better navigate complexities in leadership roles, making it a crucial listen for those striving to elevate their leadership capabilities. Keywords in this episode include leadership, battlespace, credibility, expertise, psychology, leadership principles, military leadership, leadership skills, organizational culture, leadership challenges, importance of mastering battlespace, leadership in complex environments, psychological aspects of leadership, learning from military leadership, and understanding organizational dynamics. Key Takeaways: 🔸Understanding and mastering the battle space is critical for leadership effectiveness and success. 🔸Learning from history and seeking expertise in new environments helps prevent past errors from repeating. 🔸Leaders must focus on their current role, ensuring mastery of relevant skills to enhance credibility and foster team commitment. 🔸Maintaining empathy, taking less desirable tasks, and technical proficiency are essential qualities for inspiring teams. 🔸Asking the "what if" questions is vital to prepare for uncertainties and mitigate risks. CHAPTERS 0:00 | Intro 6:30 | Leadership, Psychology, and Battle Space Expertise in Military Success 15:32 | Challenges of Western Intervention in Afghanistan Post-1989 29:49 | The Consequences of Misjudging Professional Relationships 36:25 | Becoming an Expert in Your Leadership Battle Space 45:52 | Leadership Challenges in Business and Academia 53:57 | The Importance of Asking What If Questions in Decision Making 1:00:27 | Mastering Leadership Through Credibility, Empathy, and Skill Development References • Endsley, M. R. (1995). Toward Situation Awareness in Dynamic Systems. Human Factors, 37(1), 32-64. • Kahneman, D., & Klein, G. (2009). Conditions for intuitive expertise: A failure to disagree. American Psychologist, 64(6), 515–526. • Klein, G. (1999). Sources of Power: How People Make Decisions. Cambridge: MIT Press • Lord, R. G., & Hall, R. J. (2005). Identity, deep structure, and the development of leadership skill. The Leadership Quarterly, 16(4), 591-615. • Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35.

In this riveting episode of The Science of Leadership to Leadership podcast, hosted by Tom Collins, listeners are invited to explore the intricate art of communication with celebrated expert, Dr. Maria Keckler. Dr. Keckler, known for her innovative approach to leadership as a bridge builder, shares her insightful perspectives on the importance of communication in leadership, especially in a world characterized by increasing complexity and division. With a strong focus on the human elements of empathy and connection, Dr. Keckler delivers transformative ideas that are essential for today’s leaders Throughout the discussion, Dr. Keckler emphasizes the importance of leaders embracing their role as connectors, challenging traditional notions of leadership. She advocates for the adoption of a mindset that prioritizes empathy, trust-building, and the power of storytelling. The conversation delves into the differences between ethical, emotional, and logical appeals, highlighting their roles in effective leadership communication. The episode is a treasure trove of actionable insights and thought-provoking reflections, designed to equip listeners with the tools to excel as compassionate leaders in their communities. Keywords in this episode include leadership, communication, bridge building, trust, empathy, storytelling, connection, positive intent, and neuroscience. Key Takeaways: 🔸Leadership in today's world requires embracing communication strategies that connect on ethical, emotional, and logical levels. 🔸Building bridges in leadership equates to crafting connections that foster trust, understanding, and collaboration among teams. 🔸Storytelling is a powerful tool in leadership that can effectively convey empathy and build personal connections. 🔸Listening with curiosity and openness can significantly enhance the quality of leadership by fostering a respectful and inclusive environment. 🔸Embracing one's mistakes and seeking continuous feedback can transform leadership potential and reinforce credibility. Resources: Dr. Keckler’s website: DrMariaKeckler.com Dr. Keckler’s newsletter and archive: JustOnePivot.com Background on Dr. Keckler’s research: EmpathyRx.sdsu.edu. References: Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations: Whole Heart. Random House. Keckler, M. (2016). Bridge Builders: How Superb Communicators Get What They Want in Business and in Life. Morgan James Publishing. Nowak, A. (2023). Purposeful Empathy: Tapping Our Hidden Superpower for Personal, Organizational, and Social Change. Broadleaf Books.

Join us in another insightful episode of The Science of Leadership, as host Tom Collins and General J.D. Thurman delve into the role that our instincts play in successfully navigating complex decisions and situations. General Thurman served as an Army helicopter pilot and went on to command soldiers in the Gulf War and Iraq War, ultimately serving simultaneously as the Commander of United Nations Command, Republic of Korea-U.S. Combined Forces Command, and the United States Forces Korea. This engaging conversation centers around the pivotal role of intuition in leadership, interwoven with personal experiences and scientific exploration. General Thurman candidly shares a significant lesson learned from a tragic incident during his military career, advocating the importance of trusting one's instincts when leading under pressure. Navigating the challenging terrain of high-stakes leadership, General Thurman underscores the value of intuition in decision-making, especially when full information is elusive. Beyond anecdotal experiences, the episode weaves in scientific insights, demonstrating how intuition, backed by experience, can enhance leadership effectiveness. As Dr. Collins and General Thurman reflect on their own crossroads shaped by gut decisions, this episode becomes a compelling narrative on balancing intuition with data, and the immense impact of these decisions in both military and everyday leadership contexts. Keywords in this episode include leadership, intuition, decision making, instincts, experience, leadership intuition, trust instincts, leadership science, military leadership, leadership lessons, how to trust your instincts, importance of gut feeling in leadership, developing leadership intuition skills, balancing data and intuition in decision-making, and improving decision-making through experience Key Takeaways: Trusting intuition can play a crucial role in decision-making, especially under conditions of uncertainty or risk, as learned from General Thurman's military experiences. Leadership, at its core, involves personal growth through continuous learning, self-awareness, and reflection—qualities highlighted by the General in his reflections on effective decision-making. Intuition can enhance rapid decision-making, confidence, and adaptability when paired with experience and expertise. Communication and trust within an organization are essential for successful leadership and can be fostered by sharing decision-making processes transparently with team members. The importance of intuition in leadership is supported by scientific research pointing to its role in fostering trust, collaboration, and effective decision-making under uncertainty. Key References: Cohn, J., Squire, P., Estabrooke, I., O’Neill, E. (2013). Enhancing Intuitive Decision Making through Implicit Learning. In: Schmorrow, D.D., Fidopiastis, C.M. (eds) Foundations of Augmented Cognition. AC 2013. Lecture Notes in Computer Science(), vol 8027. Springer, Berlin, Heidelberg. Critcher, C. R., Y. Inbar, and D. A. Pizarro, 2013, How Quick Decisions Illuminate Moral Character. Social Psychological and Personality Science, 4(3), 308–315. doi:10.1177/1948550612457688. Huang, L., 2018, The Role of Investor Gut Feel in Managing Complexity and Extreme Risk. Academy of Management Journal, 61(5), 1821–1847. doi:10.5465/amj.2016.1009. Huang, L., and J. L. Pearce, 2015, Managing the Unknowable. Administrative Science Quarterly, 60(4), 634–670. doi:10.1177/0001839215597270. Maglio, S. J., and T. Reich, 2019, Feeling Certain: Gut Choice, the True Self, and Attitude Certainty. Emotion, 19(50). 876–888, doi:10.1037/emo0000490. Merritt, A. C., and B. Monin, 2011, The Trouble with Thinking: People Want to Have Quick Reactions to Personal Taboos. Emotion Review, 3(3), 318–319. doi:10.1177/1754073911402386. Mikels, J. A., S. J. Maglio, A. E. Reed, and L. J. Kaplowitz, 2011, Should I Go With My Gut? Investigating the Benefits of Emotion-Focused Decision Making. Emotion, 11(4), 743–753. doi:10.1037/a0023986. Morewedge, C. K., C. E. Giblin, and M. I. Norton, 2014, The (Perceived) Meaning of Spontaneous Thoughts: Journal of Experimental Psychology: General, v. 143, no. 4, p. 1742–1754, doi:10.1037/a0036775. Oktar, K., and T. Lombrozo, 2022, Deciding to be authentic: Intuition is favored over deliberation when authenticity matters: Cognition, v. 223, p. 105021, doi:10.1016/j.cognition.2022.105021. Samples, B. (1976). The Metaphoric Mind: A Celebration of Creative Consciousness by Bob Samples. Addison-Wesley Publishing Company. Quote Page 26.

In this fascinating episode of @TheScienceofLeadership hosts Tom Collins and Justin Hamrick explore the journey of leadership from its historical roots to its current scientific study. They discuss Tom's personal journey into leadership, the evolution of leadership theories, and the importance of psychological principles in effective leadership. The conversation highlights the value of the podcast in providing scientifically-backed insights and practical tools for listeners to enhance their leadership skills. Tom shares his extensive research, including interviews with four-star generals, and introduces the Four Cs of Leadership: character, competence, caring, and communication. The episode concludes with a vision for the future of leadership science and a call to action for listeners to engage with the content. Key concepts from the episode include leadership, leadership development, character, competence, caring, communication, and personal growth. Key Takeaways: Leadership is about influencing others to achieve a common goal. The journey to leadership often begins with self-reflection. Studying leadership can provide valuable insights for personal and professional growth. Psychology plays a crucial role in understanding effective leadership. Effective leadership can lead to a better future for society The Science of Leadership podcast aims to deliver scientifically-backed leadership concepts. Listeners can expect actionable takeaways from each episode.

Join us in this insightful episode of @TheScienceofLeadership, as Tom Collins and Alex Cho, President of Personal Systems at Hewlett Packard, delve deep into the critical role that organizational culture plays in effective leadership and overall business success. They go beyond simply acknowledging the importance of culture, exploring how it influences not only the goals that a company achieves but also the methods and processes used to achieve them. This impact extends to all facets of a business, from fostering a spirit of innovation to cultivating a highly engaged workforce. Drawing upon the rich legacy of the renowned HP Way and incorporating insights from the work of Edgar Schein, a leading scholar in organizational culture, Alex provides actionable advice on how leaders can actively shape and mold culture through their behaviors and decisions. He emphasizes that leaders must go beyond merely setting goals; they must create an environment that empowers and enables teams to reach their full potential, fostering a culture of collaboration and innovation. Key Takeaways: Leadership and Enablement: Effective leaders don't just dictate; they create the conditions that allow teams to excel and innovate. This involves providing the necessary resources, support, and autonomy. Culture as a Cornerstone: Organizational culture isn't just a buzzword; it's a fundamental driver of employee engagement, innovation, and overall business performance. It's the underlying fabric that connects and motivates individuals. Leading by Example: Leaders must set the tone for the organization through their actions. They should exemplify the values and behaviors they want to see in their employees, demonstrating what gets accomplished, how it's achieved, and why it matters. Shared Values and Assumptions: Successful teams are built on a foundation of shared values and assumptions. These shared beliefs create a sense of unity and purpose, guiding decision-making and behavior. Practical Steps to Cultivate Culture: Building a strong culture requires intentional effort. Cho suggests practical steps such as codifying values, creating dedicated time for engagement and team building, and fostering authentic connections among employees. By understanding the profound impact of organizational culture and taking proactive steps to shape it, leaders can create a high-performing organization that is poised for sustainable success. References Brown, A. (1992). Organizational culture: The key to effective leadership and organizational development. Leadership & Organization Development Journal, 13(2), 3–6. Gerstner, L. V., Jr. (2002). Who says elephants can’t dance?: Inside IBM’s historic turnaround. New York: HarperCollins, p. 182 Harter, J. K., Tatel, C. E., Agrawal, S., Blue, A., Plowman, S. K., Asplund, J., Yu, S. & Kemp, A. (2024). The Relationship Between Engagement at Work and Organizational Outcomes: Q12 Meta-Analysis: 11th Edition. Gallup. Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109–119. Schein, E. H. (1992). Organizational Culture and Leadership (2nd ed.). Jossey-Bass. Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395–404.

Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he delves into the complexities of paradoxical thinking in leadership with expert Dr. Marianne Lewis. The conversation highlights how effective leaders can navigate opposing forces and tensions to foster innovation and growth within their organizations. Dr. Lewis introduces the concept of a paradox mindset, explaining its critical role in balancing contradictions without losing organizational momentum. She provides insights drawn from her research and work with industry leaders like Paul Polman, illustrating how paradoxical thinking can lead to extraordinary success in both financial and social dimensions. Throughout the episode, key themes revolve around understanding paradoxes in leadership and their psychological underpinnings. Dr. Lewis emphasizes how default either-or thinking limits potential, while a paradox mindset encourages recognizing tensions as catalysts for creativity and learning. They explore the vital interplay between short-term and long-term strategies, as well as the balance between risk and reward, through various organizational examples including Unilever's sustainability initiatives and Toyota's production innovations. This dynamic discussion offers valuable perspectives for leaders keen on advancing their skills in handling complex, multifaceted challenges. Keywords in this episode include leadership, paradox, innovation, mindset, tensions, paradox mindset, leadership paradoxes, organizational tensions, creative integration, leadership development, how to handle paradoxes in leadership, examples of paradoxical thinking in business, importance of paradox mindset for leaders, ways to thrive in leadership paradoxes, balancing innovation and efficiency in leadership. Takeaways • Embracing a paradox mindset as a leader involves seeing tensions as opportunities for learning, creativity, and growth. • Leaders like Paul Polman at Unilever have successfully used paradoxical thinking to achieve unheard-of feats, such as doubling profits while halving environmental footprints. • The innate human tendency towards either-or thinking can lead to limited vision and organizational failure in recognizing interconnected challenges. • Notions like quality vs. cost, risk vs. reward, and innovation vs. efficiency aren't inherently contradictory but require a nuanced, integrative approach. • Effective leadership melds the strength of command and structure with the compassion and care necessary for long-term success and team trust. Key References: Duckworth, A. (2018). Grit: The Power of Passion and Perseverance. Scribner. Dweck, C. S. (2007). Mindset: The New Psychology of Success. Ballantine Books. Lewis, M. W. (2000). Exploring paradoxes: Toward a more comprehensive guide. Academy of Management Review, 25(4), 760-776. Lipman-Blumen, J. (2006). The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians--and How We Can Survive Them. Oxford University Press. Miron-Spektor, E., Ingram, A., Keller, J., Smith, W. K., & Lewis, M. W. (2017). Microfoundations of organizational paradox: The problem is how we think about the problem. Academy of Management Journal, 61(1), 26-45. Smith, W. K., & Lewis, M. W. (2022). Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. Harvard Business Review Press. Syed, M. (2015). Black Box Thinking: Why Most People Never Learn from Their Mistakes—But Some Do. Portfolio.

Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he engages in a profound conversation with General Tony Zinni as they delve into the leadership maxim, "Don't fall in love with your plan." General Tony Zinni is a US Marine who served in key leadership roles such as Commander in Chief of US Central Command, Special Envoy to the Middle East, and has decades of military leadership experience. Additionally, he’s a New York Times bestselling author and holds a PhD in Interdisciplinary Leadership. Drawing from military and corporate experiences, General Zinni discusses the importance of adaptability, cognitive flexibility, and creating an environment where all voices can challenge plans. They explore historical examples and scientific principles that illustrate the pitfalls of rigid planning and the benefits of strategic foresight. Whether in military operations or corporate strategy, learn how to navigate dynamic environments and keep your team aligned with evolving goals and objectives. Keywords in this episode include leadership, adaptability, planning, military experience, cognitive flexibility, feedback, decision-making, empowerment, and strategic planning. Key Takeaways: • The importance of not getting too attached or "falling in love" with your plan is critical for effective leadership in dynamic environments. • Adaptive leadership necessitates collective decision-making and allowing teams to contribute insights, fostering a culture where all can voice perspectives. • Cognitive flexibility, the capacity to adjust strategies based on real-time data, significantly enhances success in uncertain conditions. • Understanding competitor actions and motives is essential; leaders must think beyond their perspective to anticipate competitor moves. • Historical examples underscore the consequences of rigid planning, with case studies from military campaigns and corporate missteps reinforcing the message. Books by General Tony Zinni: • Before the First Shots Are Fired: How America Can Win or Lose off the Battlefield (https://a.co/d/iBp9zxN) • Leading the Charge: Leadership Lessons from the Battlefield to the Boardroom (https://a.co/d/eh0arKt) • The Battle for Peace (https://a.co/d/eh0arKt) References: • Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524–540. • Grove, A. S. (1999). Only the Paranoid Survive. Crown Currency, New York. • Kahneman, D. (2013). Thinking, Fast and Slow. Farrar, Straus and Giroux, New York. • Plowman, D. A., & Duchon, D. (2007). Emergent leadership in complex organizations: It's leadership, but not as we know it. The Leadership Quarterly, 18(4), 341–356. • Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318. • Zaccaro, S. J., Foti, R. J., & Kenny, D. A. (1991). Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology, 76(2), 308–315.

Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he welcomes Catherine Krawczeski, MD to discuss the pivotal role of kindness in effective leadership. As the Chair of the Department of Pediatrics at The Ohio State University College of Medicine, Physician-in-Chief and Chief Medical Officer of Nationwide Children’s Hospital, Dr. Krawczeski offers unique insights into how leading with kindness not only fosters a respectful working environment but also enhances resilience and performance among teams. Delving into the profound relationship between kindness and leadership, Dr. Krawczeski emphasizes that respect for colleagues can transform work cultures. Highlighting personal anecdotes, she illustrates how empathy and understanding can propel individuals beyond pre-conceived limitations, fostering organizational growth and individual development. Meanwhile, Tom shares personal stories and science-backed evidence supporting the profound positive impact of kindness in leadership settings. Together, they explore practical strategies for leaders to cultivate a more compassionate approach, touching upon the significance of humility, open communication, and continuous feedback. Keywords in this episode include leadership, kindness, empathy, respect, team dynamics, workplace culture, coaching, personal growth, emotional intelligence, forgiveness. Key Takeaways: Kindness in leadership is deeply intertwined with respect and empathy, playing a crucial role in effective team management and individual development. Even in high-stress environments, leaders can maintain high standards while being compassionate and offering support to those who struggle. Acts of grace and forgiveness from leaders can have transformative effects on team morale and productivity. Effective leadership involves listening, understanding others’ perspectives, and providing constructive feedback. Fostering positive social connections in the workplace can significantly impact organizational efficiency and employee well-being. References: Algoe, S. B., & Haidt, J. (2009). Witnessing Excellence in Action: The Other-praising Emotions of Elevation, Gratitude and Admiration. Journal of Positive Psychology, 4(2), 105-127. Dutton, J. E., Frost, P. J., Worline, M. C., Lilius, J. M., & Kanov, J. M. Kanov. (2002) Leading in Times of Trauma. Harvard Business Review, 80(1), 54–61. Frost, P. (1999). Why Compassion Counts! Journal of Management Inquiry, 8(2), 127–133. Frost, P. J., Dutton, J. E., Worline, M. C., & Wilson, A. (2000). Narratives of Compassion in Organizations, in S. Fineman (ed.), Emotion in Organizations. Sage. p. 25–45. Kindness in Leadership. (2018). Haskins, G., Thomas, M., & Johri, L. (Eds.). Routledge. Kanov, J. M., Maitlis, S., Worline, M. C. Dutton, J. E., Frost, P. J., & Lilius, J. M. (2004). Compassion in Organizational Life. American Behavioral Scientist, 47(6),808–827. Solomon, R. C. (1998). The Moral Psychology of Business: Care and Compassion in the Corporation. Business Ethics Quarterly, 8, 515–533.

Join us in this episode of @TheScienceofLeadership as we explore the intricate connections between leadership, occupational burnout, and professional fulfillment, guided by the insights of world-renowned expert Dr. Tait Shanafelt. Dive deep into the science behind burnout, understand its roots, and discern how leadership styles can either mitigate or exacerbate its effects. In this engaging discussion, we challenge the conventional wisdom that burnout is merely pop psychology, presenting it instead as a legitimate, work-related syndrome recognized by the World Health Organization. Dr. Shanafelt articulates how leadership behaviors are crucial in influencing burnout levels, backed by substantial research linking specific leader actions to team well-being. Moreover, the episode expands on the potential systemic shifts necessary for healthcare to retain its altruistic essence, diving into the impact of leadership on healthcare quality and employee satisfaction. Dr. Shanafelt is an internationally recognized physician, scientist, and expert in the field of physician well-being and burnout. He is the Chief Wellness Officer at Stanford Medicine and Associate Dean at the Stanford School of Medicine. He leads Stanford’s WellMD & WellPhD Center where he and his team work to reduce burnout and improve the professional fulfillment of healthcare professionals. He has published hundreds of scientific papers, many of which focus on today’s topic, including a 2021 paper where he and his coauthors introduced the Wellness-Centered Leadership construct. Stay tuned for more enlightening discussions in upcoming episodes of the Science of Leadership, where we continue exploring the multifaceted dimensions of effective leadership in diverse industries. Key Takeaways: • Leadership behaviors deeply influence burnout and professional fulfillment; treating people with dignity, seeking input, and recognizing achievements are essential. • Burnout is not a personal failing but a work environment issue, affecting particularly those in high-interaction roles like healthcare professionals. • Effective leadership is foundational to sustaining employee well-being amidst growing healthcare challenges. • There is compelling evidence that leaders’ own well-being significantly impacts their leadership effectiveness and their team’s perception. • Altruism in healthcare is at risk if the current work structures continue to undermine professionals' innate calling to serve. References: Han, S., Shanafelt, T. D., Sinsky, C. A., Awad, K. M., Dyrbye, L. N., Fiscus, L. C., Trockel, M. & Goh, J. (2019). Estimating the Attributable Cost of Physician Burnout in the United States. Annals of Internal Medicine, 170(11), 784–788. Marchalik, D. & Shanafelt, T. (2020). Addressing Burnout Among Health Care Professionals by Focusing on Process Rather Than Metrics. JAMA Health Forum, 1(9), e201161. Shanafelt, T. D., Dyrbye, L. N. & West, C. P. (2017). Addressing Physician Burnout: The Way Forward. JAMA, 317(9), 901. Shanafelt, T. D., Gorringe, G., Menaker, R., Storz, K. A., Reeves, D., Buskirk, S. J., Sloan, J. A. & Swensen, S. J. (2015). Impact of organizational leadership on physician burnout and satisfaction. Mayo Clinic Proceedings, 90(4), 432–440. Shanafelt, T. D., Makowski, M. S., Wang, H., Bohman, B., Leonard, M., Harrington, R. A., Minor, L. & Trockel, M. (2020). Association of Burnout, Professional Fulfillment, and Self-care Practices of Physician Leaders With Their Independently Rated Leadership Effectiveness. JAMA Network Open, 3(6), e207961. Shanafelt, T. D. & Noseworthy, J. H. (2017). Executive Leadership and Physician Well-being: Nine Organizational Strategies to Promote Engagement and Reduce Burnout. Mayo Clinic Proceedings, 92(1), 129–146. Shanafelt, T. D., Wang, H., Leonard, M., Hawn, M., McKenna, Q., Majzun, R., Minor, L. & Trockel, M. (2021). Assessment of the Association of Leadership Behaviors of Supervising Physicians With Personal-Organizational Values Alignment Among Staff Physicians. JAMA Network Open, 4(2), e2035622. Shanafelt, T. D., West, C. P., Sinsky, C., Trockel, M., Tutty, M., Wang, H., Carlasare, L. E. & Dyrbye, L. N. (2022). Changes in Burnout and Satisfaction With Work-Life Integration in Physicians and the General US Working Population Between 2011 and 2020. Mayo Clinic Proceedings, 97(3), 491–506. Shanafelt, T., Goh, J. & Sinsky, C. (2017). The Business Case for Investing in Physician Well-being. JAMA Internal Medicine, 177(12), 1826. Shanafelt, T., Trockel, M., Rodriguez, A. & Logan, D. (2021). Wellness-Centered Leadership: Equipping Health Care Leaders to Cultivate Physician Well-Being and Professional Fulfillment. Academic Medicine, 96(5), 641–651.

In this episode of @TheScienceofLeadership Tom Collins and Justin Hamrick explore the critical role of mentorship in developing effective leaders. They discuss the historical context of mentorship, the qualities that make a great mentor, and share personal experiences that highlight the profound impact mentors can have on one's leadership journey. The conversation emphasizes the importance of being proactive in seeking mentorship, setting clear goals, and maximizing the mentoring relationship for personal and professional growth. Keywords leadership, mentorship, personal development, qualities of mentors, leadership growth, mentoring relationships, professional development, leadership skills, character, competence Takeaways • Mentorship is essential for leadership development. • Great mentors prioritize the success of their mentees. • The historical context of mentorship dates back to Homer's Odyssey. • Qualities of effective mentors include patience, knowledge, and trustworthiness. • Personal experiences with mentors can shape one's leadership style. • Mentorship leads to increased competence and decision-making skills. • Finding a mentor requires proactive searching and investment. • Mentees should set clear goals and prepare for meetings. • Mentorship is an investment in personal development. • Continuous growth is vital for effective leadership. References Allen, T. D., & Poteet, M. L. (1999). Developing effective mentoring relationships: Strategies from the mentor’s viewpoint. Career Development Quarterly, 48(1), 59–73. Day, D. V. (2001). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581–613. Eby, L. T., Allen, T. D., Evans, S. C., Ng, T., & DuBois, D. L. (2008). Does mentoring matter? A multidisciplinary meta-analysis comparing mentored and non-mentored individuals. Journal of Vocational Behavior, 72(2), 254–267. Homer. (1996). The Odyssey (R. Fagles, Trans.). Penguin Classics. (Original work published ca. 8th century BC) Kram, K. E. (1985). Mentoring at Work: Developmental Relationships in Organizational Life. Glenview, IL: Scott, Foresman.

In this episode of @TheScienceofLeadership Tom Collins hosts an enlightening discussion with retired General Stan McChrystal around the pivotal role of self-discipline in leadership. In the world of leadership, self-discipline emerges as an unwavering pillar upon which extraordinary leaders build their reputations. Leaders like General Stan McChrystal provide a profound understanding of how self-discipline shapes leadership success. The dialogue presents an exploration into how self-discipline, paired with genuine humility and consistent behavior, can define the effectiveness of a leader across various contexts, including military and corporate settings. General McChrystal is a highly respected retired Four-Star General who served as the Commander of NATO forces in Afghanistan and led operations that included the capture of Saddam Hussein. A West Point graduate and Army Ranger, General McChrystal is renowned for his leadership in several key military initiatives. Post-retirement, he transitioned to academia, teaching leadership at Yale University, and has served on multiple corporate boards. He is a New York Times bestselling author with a forthcoming book on self-discipline in leadership. Listeners will gain insights into building self-discipline through practical steps and learn about the profound impacts, both positive and negative, that self-discipline has on effective leadership. Key Takeaways: The difference between discipline and self-discipline is crucial in leadership, where actions speak louder than words. Leaders must embrace self-discipline to maintain credibility and influence effectively. The cost of lacking self-discipline for leaders is significantly higher due to greater visibility and impact. Practical steps to enhance self-discipline include setting clear goals, developing habits, and practicing mindfulness. Leadership is about embodying the traits one wishes to inspire in others, even in challenging situations More information about General Stan McChrystal can be found at: https://www.mcchrystalgroup.com/ Key References: Baumeister, R. F., & Vohs, K. D. (2007). Self-regulation, ego depletion, and motivation. Social and Personality Psychology Compass, 1(1), 115-128. 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. Duckworth, A. L., Peterson, C., Matthews, M. D., & Kelly, D. R. (2007). Grit: Perseverance and passion for long-term goals. Journal of Personality and Social Psychology, 92(6), 1087-1101. Gross, J. J. (2015). Emotion regulation: Current status and future prospects. Psychological Inquiry, 26(1), 1-26. Tugade, M. M., & Fredrickson, B. L. (2004). Resilient individuals use positive emotions to bounce back from negative emotional experiences. Journal of Personality and Social Psychology, 86(2), 320-333. Baumeister, R. F., Gailliot, M., DeWall, C. N., & Oaten, M. (2006). Self-regulation and personality: How interventions increase regulatory success, and how depletion moderates the effects of traits on behavior. Journal of Personality, 74(6), 1773-1801. De Cremer, D., & Vandekerckhove, W. (2017). Managing trust in organizations: A multi-level perspective. Journal of Business Ethics, 145, 1–9. 10 Practices for improving self-discipline Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705-717. Lally, P., van Jaarsveld, C. H. M., Potts, H. W. W., & Wardle, J. (2010). How are habits formed: Modelling habit formation in the real world. European Journal of Social Psychology, 40(6), 998-1009. Gollwitzer, P. M. (1999). Implementation intentions: Strong effects of simple plans. American Psychologist, 54(7), 493-503. Mischel, W., Shoda, Y., & Rodriguez, M. L. (1989). Delay of gratification in children. Science, 244(4907), 933-938. Baer, R. A. (2003). Mindfulness training as a clinical intervention: A conceptual and empirical review. Clinical Psychology: Science and Practice, 10(2), 125-143. Muraven, M., & Baumeister, R. F. (2000). Self-regulation and depletion of limited resources: Does self-control resemble a muscle? Psychological Bulletin, 126(2), 247-259. Vohs, K. D., et al. (2008). Making choices impairs subsequent self-control: A limited-resource account of decision making, self-regulation, and active initiative. Journal of Personality and Social Psychology, 94(5), 883-898. Skinner, B. F. (1953). Science and human behavior. Free Press. Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall. Carver, C. S., & Scheier, M. F. (1982). Control theory: A useful conceptual framework for personality-social, clinical, and health psychology. Psychological Bulletin, 92(1), 111-135.

In this episode of @TheScienceofLeadership Tom Collins engages with Dr. Rich Arvey to explore the age-old debate of whether leaders are born or made. Dr. Arvey shares insights from his pioneering research in behavioral genetics, focusing on how individual experiences and genetic predispositions contribute to leadership ability. The discussion delves into the results of twin studies, weaving a fascinating narrative about the sum of genetic and experiential factors in leadership development. Dr. Arvey is a highly respected figure in the field of organizational psychology and leadership genetics, has spent decades meticulously researching the interplay between genetic predispositions and environmental influences in the development of leadership qualities. During the podcast, Dr. Arvey emphasized that leadership potential results from both genetic and environmental factors. "Bottom line is that of course it's both, both genetic and environmental influences," he explained. According to study findings, about 30% of leadership potential could be attributed to genetics according to Dr. Arvey's research: "We found there is a 30% of the variation in job satisfaction among people as a genetic component." This statement signifies that while nature plays a substantial role, the bulk of leadership attributes remains shaped by nurture, accounting for 70% of the developmental spectrum. Takeaways: • Leadership is influenced by both genetic and environmental factors, with around 30% of leadership variation attributable to genetics. • Intelligence and unique individual experiences play crucial roles in a person's capacity to move into leadership roles. • Environmental details, such as education and work experiences, significantly shape leadership capabilities. • Research suggests that genetics might impact leadership indirectly, mediated by factors like personality and intelligence rather than directly determining leadership potential. • There is no single "leadership gene," and genetic studies generally provide correlations rather than causal evidence. References Arvey, R. D., Rotundo, M., Johnson, W., Zhang, Z. & McGue, M. (2006). The determinants of leadership role occupancy: Genetic and personality factors. The Leadership Quarterly, 17(1), 1–20. https://doi.org/10.1016/j.leaqua.2005.10.009 Arvey, R. D., Zhang, Z., Avolio, B. J. & Krueger, R. F. (2007). Developmental and Genetic Determinants of Leadership Role Occupancy Among Women. Journal of Applied Psychology, 92(3), 693–706. https://doi.org/10.1037/0021-9010.92.3.693 Boerma, M., Coyle, E. A., Dietrich, M. A., Dintzner, M. R., Drayton, S. J., Early, J. L., Edginton, A. N., Horlen, C. K., Kirkwood, C. K., Lin, A. Y. F., Rager, M. L., Shah-Manek, B., Welch, A. C. & Williams, N. T. (2017). Are outstanding leaders born or made? American Journal of Pharmaceutical Education, 81(3), 58. https://doi.org/10.5688/ajpe81358 Chaturvedi, S., Arvey, R. D., Zhang, Z. & Christoforou, P. T. (2011). Genetic Underpinnings of Transformational Leadership. Journal of Leadership & Organizational Studies, 18(4), 469–479. https://doi.org/10.1177/1548051811404891 Chaturvedi, S., Zyphur, M. J., Arvey, R. D., Avolio, B. J. & Larsson, G. (2012). The heritability of emergent leadership: Age and gender as moderating factors. The Leadership Quarterly, 23(2), 219–232. https://doi.org/10.1016/j.leaqua.2011.08.004 Johnson, A. M., Vernon, P. A., Harris, J. A. & Jang, K. L. (2004). A Behavior Genetic Investigation of the Relationship Between Leadership and Personality. Twin Research, 7(1), 27–32. https://doi.org/10.1375/twin.7.1.27 Johnson, A. M., Vernon, P. A., McCarthy, J. M., Molson, M., Harris, J. A. & Jang, K. L. (1998). Nature vs nurture: Are leaders born or made? A behavior genetic investigation of leadership style. Twin Research, 1(4), 216–223. https://doi.org/10.1375/twin.1.4.216 Li, W.-D., Arvey, R. D., Zhang, Z. & Song, Z. (2012). Do leadership role occupancy and transformational leadership share the same genetic and environmental influences? The Leadership Quarterly, 23(2), 233–243. https://doi.org/10.1016/j.leaqua.2011.08.007 Li, W.-D., Wang, N., Arvey, R. D., Soong, R., Saw, S. M. & Song, Z. (2015). A mixed blessing? Dual mediating mechanisms in the relationship between dopamine transporter gene DAT1 and leadership role occupancy. The Leadership Quarterly, 26(5), 671–686. https://doi.org/10.1016/j.leaqua.2014.12.005 Neve, J.-E. D., Mikhaylov, S., Dawes, C. T., Christakis, N. A. & Fowler, J. H. (2013). Born to lead? A twin design and genetic association study of leadership role occupancy. The Leadership Quarterly, 24(1), 45–60. https://doi.org/10.1016/j.leaqua.2012.08.001 Niccol, A. (1997). Gattaca. Columbia Pictures.

In this episode of @TheScienceofLeadership Tom Collins interviews renowned leadership and change expert Dr. Richard Boyatzis. Dr. Boyatzis shares his extensive research on leadership and change, emphasizing the importance of emotional intelligence and resonant leadership. He discusses his journey from engineering to psychology, the significance of relationships in leadership, and the practical steps leaders can take to foster change and resilience in their teams. Through case studies and personal anecdotes, Dr. Boyatzis illustrates how effective, resonant leadership is rooted in shared vision, compassion, and the ability to inspire others. Dr. Boyatzis earned his bachelors in aeronautics and astronautics at MIT, then his masters and PhD in Social Psychology from Harvard. He is currently a Distinguished University Professor at Case Western Reserve. He is an international authority on emotional intelligence, leadership, and change. His groundbreaking work has shaped how we think about guiding others through change. He has won numerous awards for his work. He has published multiple New York Times bestselling books on leadership and is soon to publish his new book, The Science of Change. Key concepts in this episode include leadership, change, emotional intelligence, resonant leadership, intentional change theory, organizational change, leadership development, Dr. Richard Boyatzis, science of change, and leadership strategies. Takeaways • Leadership is fundamentally about relationships, not just authority. • Emotional intelligence plays a crucial role in effective leadership. • Resonant leadership fosters a positive emotional climate in organizations. • Vision and purpose are essential for motivating teams. • Dissonant leadership can lead to disengagement and lack of innovation. • Positive emotional contagion can inspire teams to achieve more. • Effective leaders focus on development alongside performance. • Engagement numbers are higher in organizations that prioritize development. • Leaders must reflect on their own motivations to inspire others. References • Boyatzis, R. (2024). The Science of Change. Oxford, UK: Oxford University Press. • Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership. Boston: Harvard Business Review Press. • Boyatzis, R. E. (2006). Intentional change theory from a complexity perspective. Journal of Management Development 25(7), 607-623. • Boyatzis, R., & McKee, A. (2005). Resonant Leadership. Boston: Harvard Business Review Press. • Boyatzis, R., Smith, M., & Van Oosten, E. (2019). Helping People Change. Boston: Harvard Business Review Press. • Kotter, J. P. (1996). Leading Change. Boston: Harvard Business Review Press.

In this episode of @TheScienceofLeadership Tom Collins engages in a thought-provoking conversation with leadership scientist and expert Dr. Stefanie Johnson about gender-related variations in leadership. They explore the nuances of how men and women lead, the perceptions surrounding these differences, and the impact of societal expectations on leadership effectiveness. The discussion delves into the Pygmalion effect, the importance of inclusion, and practical strategies for fostering diverse leadership environments. Dr. Johnson emphasizes the need for organizations to recognize the value of different perspectives and the importance of developing leadership skills across all genders. Dr. Johnson is the Director of the University of Colorado Boulder’s Center for Leadership and an Associate Professor in the Leeds School of Business. She has published numerous scientific papers on leadership and is the author of the Wall Street Journal Best Seller, Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams. Key concepts in this episode include gender in leadership, leadership styles, Pygmalion effect, inclusion, gender equity, leadership development, perceptions of leadership, selection bias, women in leadership, and leadership effectiveness. Key Takeaways - There are minimal differences in leadership styles between genders. - Perceptions of leadership often overshadow actual differences in behavior. - The Pygmalion effect illustrates how expectations influence performance. - Women face greater scrutiny and expectations in leadership roles. - Selection bias affects who gets promoted into leadership positions. - Leadership can be learned and developed over time. - Inclusion leads to better outcomes in organizations. - Diverse teams are more innovative and effective. - Expectations for female leaders can be a double-edged sword. - Building relationships is crucial for effective leadership. Sound Bites "There's really very little difference in how men and women lead." "We believe there's a big difference." "People behave as we expect them to behave." Key References: Johnson, S. K. (2020). Inclusify: The power of uniqueness and belonging to build innovative teams. New York: HarperBusiness. Gender has little to no relationship with leadership style and effectiveness Dobbins, G. H., & Platz, S. J. (1986). Sex differences in leadership: How real are they? Academy of Management Review, 11, 118-127. Kaiser, R. B., & Wallace, W. T. (2016). Gender bias and substantive differences in ratings of leadership behavior: Toward a new narrative. Consulting Psychology Journal: Practice and Research, 68, 72-98. Powell, G. N. (1990). One more time: Do female and male managers differ? Academy of Management Executive, 4, 68-75. van Engen, M. L., van der Leeden, R., Willemsen, T. M. (2001). Gender, context and leadership styles: A field study. Journal of Occupational and Organizational Psychology, 74, 581-598. Men and women are equally effective, but are more effective in leadership roles congruent with their gender Eagly, A. H., Karau, S. J., Makhijani, M. G. (1995). Gender and the effectiveness of leaders: A meta-analysis. Psychological Bulletin, 117, 125-145. Women are viewed as better leaders Zenger, J., & Folkman, J. (2012). Are women better leaders than men? Harvard Business Review. https://hbr.org/2012/03/a-study-in-leadership-women-do Zenger, J., & Folkman, J. (2019). Research: Women score higher than men in most leadership skills. Harvard Business Review. https://hbr.org/2019/06/research-women-score-higher-than-men-in-most-leadership-skills Women lead in a more democratic or participative manner Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108, 233-256. van Engen, M., & Willemsen, T. M. (2004). Sex and leadership styles: A meta-analysis of research published in the 1990s. Psychological Reports, 94, 3-18. Women tend to emphasize social values that promote others’ welfare to a greater extent than men Schwarz, S. H., & Rubel, T. (2005). Sex differences in value priorities: Cross-cultural and multimethod studies. Journal of Personality and Social Psychology, 89, 1010-1028. Women tend to be more transformational than men Eagly, A. H., Johannesen-Schmidt, M. C., van Engen, M. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.

In this episode of @TheScienceofLeadership Tom Collins interviews Dr. Phil Oldham, President of Tennessee Tech University, about the critical role of vision in leadership. Drs. Collins and Oldham discuss how to create a vision, the importance of buy-in, and the impact of timing and culture on successful leadership. Dr. Oldham shares insights from his experience in academia, emphasizing the need for collective vision and the importance of trust and authenticity in leadership. The conversation also highlights practical steps for leaders to effectively communicate and implement their vision. A distinguished leader in academia, Dr. Oldham holds a PhD in analytical chemistry from Texas A&M and has held key leadership roles, including Chair of the Chemistry Department and Dean at Mississippi State, and Provost at UT Chattanooga. Since becoming Tennessee Tech’s president in 2012, he has led remarkable academic and campus growth. He also serves on the NCAA Presidential Forum and the Tennessee Valley Corridor Board. Keywords in this episode include leadership, vision, buy-in, organizational culture, timing, trust, authenticity, risk management, collective vision, growth mindset. Key Takeaways • Vision is a crucial part of leadership. • Leaders help define a vision rather than create it. • Timing is essential for implementing a vision. • Cultural change in organizations takes time. • Collective vision can exceed individual expectations. • Failure is a learning opportunity, not a setback. • Trust and authenticity are vital in leadership. • Consistent leadership is necessary for success. • A clear vision boosts organizational commitment. • Practical steps are needed to create and communicate a vision. Sound Bites • "Vision without action is a pipe dream." • "Action without vision is a nightmare." • "You know it's working when it comes back to you." References Improved Alignment and Cohesion • Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don’t. HarperCollins, New York. Increased Performance and Productivity • Baum, J. R., Locke, E. A., & Kirkpatrick, S. A. (1998). A longitudinal study of the relation of vision and vision communication to venture growth in entrepreneurial firms. Journal of Applied Psychology, 83(1), 43-54. Increased Creativity and Innovation • De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behavior. European Journal of Innovation Management, 10(1), 41-64. Increased Organizational Commitment • Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21(8), 949-964. Process for Casting a Vision and Getting Buy-in Start with Purpose & Values • Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65-77. Engage Key Stakeholders • Kotter, J. P. (1996). Leading Change. Harvard Business Review Press. Boston. Craft an Inspiring Vision • Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge (6th ed.). Wiley. Hoboken. Communicate the Vision • Nanus, B. (1992). Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization. Jossey-Bass. Hoboken. Show Alignment • Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday. New York. Empower the Team • Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire: Manual and Sampler Set. Mind Garden. Redwood City. Lead by Example • Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217. Adapt as Needed • 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 Review Press. Boston

In this episode of @TheScienceofLeadership, Tom Collins and Harry Travis discuss the importance of identifying and developing future leaders. Tom and Harry discuss the need for leaders to train and develop their bench, those who will replace them. They explore the challenges of measuring and prioritizing leadership development, as well as the importance of preparing individuals for greater leadership roles. They share stories and examples of successful and unsuccessful succession planning in various industries. The conversation highlights the need for leaders to prioritize training their replacements and create a culture of professional development and mentorship. Harry Travis, MBA has held multiple senior leadership positions with Baxter Healthcare, Cardinal Health, Accredo/Medco, and Aetna. He was the President and CEO of etectRx, Inc, a digital health startup and then joined CVS Caremark as the Senior Vice President, Member Services Operations, where he led over 20,000 associates serving over 110 million enrollees nationwide. Key concepts in this episode include leadership development, succession planning, training, bench strength, organizational stability, continuity, professional development, and mentorship. Takeaways • Identifying and developing future leaders is a crucial responsibility of leaders. • Training and developing the bench ensures organizational stability and continuity. • Succession planning creates a strategic advantage for organizations. • Building a culture of professional development and mentorship is essential for leadership longevity. • Leaders should have candid conversations with their team members to understand their personal goals and align them with development opportunities. • Leaders should prioritize training their replacements and make it known to others that they are being groomed for leadership roles. Key References: Reasons people don’t train their replacements Fear of Being Replaced • O’Reilly, C. A., & Pfeffer, J. (2000). Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People. Harvard Business Review Press. Ego and Identity Tied to Leadership Position • Campbell, W. K., Goodie, A. S., & Foster, J. D. (2004). Narcissism, confidence, and risk attitude. Journal of Behavioral Decision Making, 17(4), 297-311. Lack of Time and Resources • Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal of Management Development, 26(3), 239-260. Perceived Lack of Suitable Candidates • Ready, D. A., & Conger, J. A. (2007). Make your company a talent factory. Harvard Business Review, 85(6), 68-77. Organizational Culture • Garman, A. N., & Glawe, J. (2004). Succession planning. Consulting Psychology Journal: Practice and Research, 56(2), 119-128. Misaligned Incentives • Fulmer, R. M., & Conger, J. A. (2004). Growing your company’s leaders: How great organizations use succession management to sustain competitive advantage. AMACOM. Unclear Transition Plan • Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within (4th ed.). AMACOM. Overconfidence in Personal Longevity • Carucci, R. (2018). Why so many succession plans fail. Harvard Business Review. Reasons leaders should train their replacements Organizational Continuity and Stability • Succession Planning: Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within (4th ed.). AMACOM. • Leadership Pipelines: Charan, R., Drotter, S., & Noel, J. (2011). The Leadership Pipeline: How to Build the Leadership Powered Company (2nd ed.). Wiley. 2. Strategic Advantage • Talent Development: Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal of Management Development, 26(3), 239-260. • Competitive Edge: Kim, S. (2003). Linking employee assessments to succession planning. Public Personnel Management, 32(4), 533-547. 3. Culture of Empowerment and Mentorship • Empowering Future Leaders: Day, D. V., & Halpin, S. M. (2004). Growing leaders for tomorrow: An introduction. In Day, D. V., Zaccaro, S. J., & Halpin, S. M. (Eds.), Leader Development for Transforming Organizations (pp. 3-24). Psychology Press. • Distributed Leadership: Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (5th ed.). Wiley. Leadership Longevity • Sustainable Leadership: Hargreaves, A., & Fink, D. (2006). Sustainable Leadership. Wiley. • Decreased Burnout: Garman, A. N., & Glawe, J. (2004). Succession planning. Consulting Psychology Journal: Practice and Research, 56(2), 119-128. 5. Organizational Learning • Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82(1), 150-169.

In this episode of @TheScienceofLeadership, Tom and Justin discuss the importance of humility in leadership. They define humility as an accurate assessment of one's characteristics, an ability to acknowledge limitations and strengths, and a low self-focus. They share personal examples of individuals who demonstrate humility in their leadership. They also explore why humility is often viewed as a weakness and debunk this misconception by highlighting the positive impact of humility on commitment, trust, creativity, engagement, and more. They provide practical tips for cultivating humility, including self-reflection, seeking feedback, practicing active listening, admitting mistakes, and practicing gratitude. Key concepts include humility, leadership, character, self-reflection, feedback, active listening, admitting mistakes, and gratitude. Takeaways • Humility is an essential characteristic of effective leadership and is interconnected with other leadership qualities such as character, competence, caring, and communication. • Humility is not a weakness but a strength that fosters trust, psychological safety, and better performance in teams. • Practical ways to cultivate humility include practicing self-reflection, seeking feedback, practicing active listening, admitting mistakes, and practicing gratitude. • Humility is important in leadership because it allows leaders to care for others, communicate effectively, and make better decisions. • Humility is not thinking less of oneself but thinking of oneself less. Sound Bites • "Humility is a sneaky trait that we don't talk about." • "Humility is a multi-dimensional construct comprising an accurate assessment of one's characteristics, an ability to acknowledge limitations and strengths, and a low self-focus." • "Humility is not thinking less of yourself, but thinking of yourself less." Key References Argandoña, A. (2015). Humility in management. Journal of Business Ethics, 132(1), 63-71. https://doi.org/10.1007/s10551-014-2311-8 Kelemen, T. K., Matthews, S. H., & Matusik, S. F. (2022). Revisiting humility: The bright and dark sides of leader humility for employee creativity. Journal of Organizational Behavior, 43(1), 23-39. https://doi.org/10.1002/job.2608 Luo, Y., Zhang, Z., Chen, Q., Zhang, K., Wang, Y., Peng, J (2022). Humble leadership and its outcomes: a meta-analysis. Frontiers in Psychology, 13:980322. https://doi.org/10.3389/fpsyg.2022.980322 Morris, J. A., Brotheridge, C. M., & Urbanski, J. C. (2005). Bringing humility to leadership: Antecedents and consequences of leader humility. Human Relations, 58(10), 1323-1350. https://doi.org/10.1177/0018726705059929 Nielsen, R., Marrone, J. A., & Slay, H. S. (2010). A new look at humility: Exploring the humility concept and its role in socialized charismatic leadership. Journal of Leadership & Organizational Studies, 17(1), 33-43. https://doi.org/10.1177/1548051809350892 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 Owens, B. P., Johnson, M. D., & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Academy of Management Journal, 56(4), 1083-1108. https://doi.org/10.1287/orsc.1120.0795 Tangney, J. P. (2000). Humility: Theoretical perspectives, empirical findings and directions for future research. Journal of Social and Clinical Psychology, 19(1), 70-82. https://doi.org/10.1521/jscp.2000.19.1.70 Vera, D., & Rodriguez-Lopez, A. (2004). Strategic virtues: Humility as a source of competitive advantage. Organizational Dynamics, 33(4), 393-408. https://doi.org/10.1016/j.orgdyn.2004.09.006

In this episode of @TheScienceofLeadership Dr. Collins Dr. Collins talks with retired General Scott Wallace about trust and the dangers of micromanagement in leadership. General Wallace shares insights from his experiences, including the Thunder Runs in Iraq, underscoring the need to trust subordinates and the value of realistic training. He discusses supporting subordinates through mistakes, the importance of communication, and personal involvement in key decisions. They explore the science of trust and its impact on retention, psychological safety, and decision-making. The conversation concludes with advice on hiring well and moving away from micromanagement. General Wallace is a graduate of the United States Military Academy at West Point and holds three Master’s degrees. During the Vietnam war, he served as an armor officer, and from 2001 to 2003, he was the commanding General of the Army’s Fifth Corps, which included the 2003 invasion of Iraq. In 2005, he became the commanding General of the U.S. Army’s Training and Doctrine Command. He was awarded numerous medals, including a Defense Distinguished Service Medal, a Legion of Merit, and a Bronze Star. Following retirement, he has served on the Board of Directors of Oshkosh Corporation and CACI International. Key concepts include leadership, trust, training, communication, decision-making, micromanagement, relationships, retention, psychological safety, decision-making, and shared experiences. Takeaways • Trust your subordinates and believe that they are fundamentally good people who want to see the organization succeed. • Tough, realistic training is essential for developing teamwork and a culture of trust within the organization. • Leaders have a responsibility to create conditions for training and to underwrite the mistakes of their subordinates. • Communication is crucial in conveying expectations and providing proper guidance and supervision. • In critical decisions, there are times when the leader personally needs to be involved. Trust is essential in leadership and creates a reciprocal state where trust is extended and returned. • Trust strengthens relationships, increases retention, fosters psychological safety, and improves decision-making. • Leaders must trust themselves, create opportunities for training and shared experiences, and identify areas where extra oversight may be necessary. • Micromanagement is not sustainable in complex organizations and leaders must learn to let go. • Hiring the right people, training them, and making tough decisions when necessary are key responsibilities of leaders. Sound Bites • "Trust your subordinates and believe that they are fundamentally good people who want to see the organization succeed." • "Tough, realistic training is a glue that binds organizations together and leads to a culture of trust." • "Leaders have the obligation to create conditions for training and underwrite the mistakes of their subordinates." • "The leader might need to be personally involved in decisions associated with it." Key References • Burke, C. S., Sims, D. E., Lazzara, E. H., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. The Leadership Quarterly. • Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology. • Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly. • Covey, S. M. R. (2006). The Speed of Trust. Simon & Schuster. • Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge. Wiley.

In this episode of @TheScienceofLeadership, Tom and Justin discuss how effective communication is crucial for leadership; it allows leaders to influence others and achieve common goals. They emphasize the need to understand the message before communicating it and the importance of listening and hearing others. They also discuss practical tips for effective communication, such as considering the audience and adjusting the delivery style. Tom highlights the importance of knowing when to speak and when to let others speak, and the goal of communication being to make the team better and achieve the shared vision. Key concepts include communication, leadership, influence, clarity, consistency, thinking, emotion, cognitive load, decision-making, self-regulation, understanding, listening, hearing, audience, delivery style, and teams. Key Takeaways Clear and consistent communication is crucial for effective leadership. Leaders need to spend time thinking about what they want to say and get it right in their own mind first. Emotion and pride can hinder effective communication, so leaders must manage their impulses and regulate their emotions. Effective communication requires practice and mastery of the message. The science behind communication in leadership emphasizes cognitive load, decision-making processes, and self-regulation. Effective communication in leadership requires understanding the message before communicating it. Listening and hearing others are crucial aspects of communication. Consider the audience and adjust the delivery style accordingly. Know when to speak and when to let others speak. The goal of communication is to make the team better and achieve the shared vision. Sound Bites "Communication needs to be clear and consistent when we talk about leadership." "If you don't know what you want to say, no one else will know what you are trying to say." "Communication is important in leadership because it is how you influence someone else." "Makes my job easier." "One thing you touched on there, which we've gone a little bit on the other side for this talk, is we've been focusing on understanding it in our own mind before you communicate it." "A lot of people like to say, you have two ears and one mouth. You should be listening at least twice as much as you talk." Key References Self-regulation and Cognitive Control: Inzlicht, M., & Schmeichel, B. J. (2012). What is ego depletion? Toward a mechanistic revision of the resource model of self-control. Perspectives on Psychological Science, 7(5), 450-463. Impact of Mindful Speech: Hülsheger, U. R., Alberts, H. J. E. M., Feinholdt, A., & Lang, J. W. B. (2013). Benefits of mindfulness at work: The role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98(2), 310-325. Prefrontal Cortex and Decision-Making: Miller, E. K., & Cohen, J. D. (2001). An integrative theory of prefrontal cortex function. Annual Review of Neuroscience, 24(1), 167-202. Communication and Emotional Intelligence: Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books. Cognitive Load and Verbal Communication: Sweller, J., Ayres, P., & Kalyuga, S. (2011). Cognitive load theory. Springer Science & Business Media.

In this episode of @TheScienceofLeadership Dr. Collins has a conversation with General Gus Perna about the importance of being responsible and accountable as leaders. General Perna shares insights from his military career, emphasizing the need for leaders to align actions with words, build trust, and lead by example. Reflecting on his experience with Operation Warp Speed, he underscores the importance of prioritizing the mission, building diverse teams, and collaborating effectively. He also offers practical advice on decision-making, time management, and humility in leadership. During his career in the Army, General Perna commanded soldiers during Operation Iraqi Freedom and later served as Commanding General of the U.S. Army’s Materiel Command, overseeing 190,000 personnel and a $175 billion budget. In 2020, when the United States needed a vaccine to be developed and delivered across the country, he co-led Operation Warp Speed, delivering the COVID-19 vaccine ahead of schedule. Important concepts covered include leadership, responsibility, accountability, trust, leading by example, Operation Warp Speed, diverse teams, decision-making, time management, and humility. Key Takeaways • Leaders must be responsible and accountable for their actions and the outcomes they achieve. • Leading by example is crucial in building trust and inspiring others to follow. • Taking responsibility and being accountable can have a significant impact on the success of a mission or organization. • Violating trust by not being responsible or accountable can undermine leadership effectiveness. • Maintaining high standards and holding oneself and others accountable is essential for achieving desired outcomes. Leaders must lead by example and be responsible and accountable for their actions and decisions. • Building diverse teams and leveraging the expertise of others is crucial for success. • Leaders should ask themselves if a decision is bigger than themselves and their organization before taking action. • Being willing to delegate and collaborate is essential for effective leadership. • Humility is a key trait for leaders, as it allows them to learn from others and make better decisions. • Improving decision-making and organizational performance are positive outcomes of being responsible and accountable. Key References • Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. • Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. • Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge. Wiley. • De Dreu, C. K. W., & West, M. A. (2001). Minority dissent and team innovation: The importance of participation in decision-making. Journal of Applied Psychology, 86(6), 1191-1201. • Frink, D. D., & Klimoski, R. J. (1998). Toward a theory of accountability in organizations and human resources management. Research in Personnel and Human Resources Management, 16, 1-51. • Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don't.

On this episode of @TheScienceofLeadership, Tom and Justin discuss the importance of competence in leadership. Competence includes expertise in a field and the skills to lead effectively—both essential for trust, credibility, and team cohesion. Competent leaders drive team performance, cohesion, and retention, as studies show that employees are more likely to stay when they perceive their leaders as capable and supportive. To build competence, leaders can invest in personal development, gain practical experience, and seek mentorship. Takeaways • Competence in leadership involves both expertise in a specific field and the ability to lead effectively. • Competence is crucial for building trust, credibility, and team cohesion. • Leaders with competence are associated with improved organizational performance and employee satisfaction. • Continuous learning and growth are essential for leaders to maintain and improve their competence. Competence in leadership is essential for team cohesion, effectiveness, and reducing intent to leave. • Leaders can become more competent by investing in personal development, gaining practical experience, and seeking mentorship. • Resources for further learning on competence in leadership include books like 'The Leadership Challenge' and the US Army's leadership field manual. Key References • Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765. • Deci, E. L., Ryan, R. M., & Williams, G. C. (1996). Need satisfaction and the self-regulation of learning. Learning and Individual Differences, 8(3), 165-183. • Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483. • Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35. • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126. • 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. • Kouzes, J. M., & Posner, B. Z. (2023). The Leadership Challenge, 7th ed. Jossey-Bass, San Francisco. • The Center for Army Leadership. (2004). The U.S. Army Leadership Field Manual. Department of the Army, Washington, DC.

In this episode of @TheScienceofLeadership Dr. Collins sits down with renowned General Barry McCaffrey to discuss the powerful impacts that occur when we appreciate those we lead. General McCaffrey shares insights on why recognizing and valuing team members is crucial, the impact of small acts of praise, and the importance of leading from the front. He recalls a Vietnam story illustrating servant leadership, with leaders eating last and going first into battle. Dr. Collins highlights the Four Cs of Leadership—Character, Competence, Caring, and Communication—and how these principles apply across fields. Key themes include appreciation, servant leadership, and recognition. General McCaffrey is a graduate of the United States Military Academy at West Point, led troops in both the Vietnam and Gulf Wars, and served as the Commander of U.S. Southern Command. He was awarded numerous medals, including two Silver Stars, four Bronze Stars, and three Purple Hearts. Following his retirement from the Army, he served as Director of the Office of National Drug Control Policy under President Clinton. Since that time, he has served on multiple boards of directors for various corporations and non-profits. Key Takeaways: • The Importance of Recognition: General McCaffrey emphasizes the need to recognize excellence publicly, a powerful motivator in both military and civilian leadership. • Servant Leadership in Action: Leadership isn't about personal gain; it's about ensuring your team is well-cared for and valued. • Tailored Praise: Not everyone wants or needs public recognition. Good leaders understand the preferences of their people and adjust accordingly. • Character and Competence are Non-Negotiable: Great leaders must be experts in their field and must embody integrity. • Hard Work is the X-Factor: The willingness to put in the effort consistently sets successful leaders apart. • Leadership in Large Organizations: Even in massive organizations, it's possible to maintain personal connections and understand individual contributions. • Fairness vs. Equality: Rewarding everyone equally can be detrimental; recognizing exceptional performers benefits the entire team. References Algoe, S. B., Haidt, J., & Gable, S. L. (2008). Beyond reciprocity: Gratitude and relationships in everyday life. Emotion, 8(3), 425-429. https://doi.org/10.1037/1528-3542.8.3.425 Cameron, K. S., & Spreitzer, G. M. (2012). Positive leadership: Strategies for extraordinary performance. San Francisco: Berrett-Koehler Collins, J. (2001). Good to Great. New York: Harper Business. Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. New York: Plenum Press. http://dx.doi.org/10.1007/978-1-4899-2271-7 Emmons, R. A., & McCullough, M. E. (2003). Counting blessings versus burdens: An experimental investigation of gratitude and subjective well-being in daily life. Journal of Personality and Social Psychology, 84(2), 377-389. https://doi.org/10.1037/0022-3514.84.2.377 Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews, 12(4), 384-412. https://doi.org/10.1111/j.1468-2370.2009.00270.x Grant, A. M., & Gino, F. (2010). A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior. Journal of Personality and Social Psychology, 98(6), 946-955. https://doi.org/10.1037/a0017935

In this episode of @TheScienceofLeadership, Dr. Tom Collins and Dr. Justin Hamrick discuss the importance of character in leadership. They define character as who you are and how you manifest yourself to the world. They explore the dual nature of character, which includes how you interact with yourself and how you interact with others. They emphasize the need for leaders to be able to lead themselves before they can effectively lead others. They also discuss the role of honesty and integrity in leadership and how leaders with good character are more likely to be trusted and followed. They provide practical tips for improving character, such as journaling, seeking accountability, and practicing virtues. Key ideas covered in this episode include character, leadership, self-awareness, integrity, honesty, virtues, self-discipline, and accountability. Takeaways • Character is the bedrock of leadership and encompasses how you manifest yourself to the world. • Leaders must be able to lead themselves before they can effectively lead others. • Honesty and integrity are essential virtues for leaders and contribute to trust and followership. • Improving character requires self-awareness, accountability, and practice of virtues. • Leaders with good character are more likely to be successful and have a positive impact. Key References • Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217. • Ciulla, J. B. (2014). Ethics, the Heart of Leadership (3rd ed.). Praeger. • Burns, J. M. (1978). Leadership. Harper & Row. • George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering Your Authentic Leadership. Harvard Business Review, 85(2), 129-138. • Gini, A. (2004). Ethics and Leadership. Business and Society Review, 109(3), 325-342. • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34(1), 89-126. • Luthans, F., & Avolio, B. J. (2003). Authentic Leadership: A Positive Developmental Approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 241-261). Berrett-Koehler. • Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142. • Peterson, C., & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification. Oxford University Press. Book References Kouzes, J. M., & Posner, B. Z. (2021). Everyday People, Extraordinary Leadership. Wiley, Hoboken, NJ. ISBN-13: ‎ 978-1119687016 Sun-Tzu. (2003). The Art of War (J. Minford, Ed.). Penguin Books. New York. ISBN: 978-0140439199

In this episode of @TheScienceofLeadership, Dr. Tom Collins and Dr. Justin discuss the importance of character in leadership. They define character as who you are and how you manifest yourself to the world. They explore the dual nature of character, which includes how you interact with yourself and how you interact with others. They emphasize the need for leaders to be able to lead themselves before they can effectively lead others. They also discuss the role of honesty and integrity in leadership and how leaders with good character are more likely to be trusted and followed. They provide practical tips for improving character, such as journaling, seeking accountability, and practicing virtues. Key ideas covered in this episode include character, leadership, self-awareness, integrity, honesty, virtues, self-discipline, and accountability. Takeaways Character is the bedrock of leadership and encompasses how you manifest yourself to the world. Leaders must be able to lead themselves before they can effectively lead others. Honesty and integrity are essential virtues for leaders and contribute to trust and followership. Improving character requires self-awareness, accountability, and practice of virtues. Leaders with good character are more likely to be successful and have a positive impact. Key References Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217. Ciulla, J. B. (2014). Ethics, the Heart of Leadership (3rd ed.). Burns, J. M. (1978). Harper & Row. George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering Your Authentic Leadership. Harvard Business Review, 85(2), 129-138. Gini, A. (2004). Ethics and Leadership. Business and Society Review, 109(3), 325-342. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34(1), 89-126. Luthans, F., & Avolio, B. J. (2003). Authentic Leadership: A Positive Developmental Approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 241-261). Berrett-Koehler. Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142. Peterson, C., & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification. Oxford University Press. Book Reference Kouzes, J. M., & Posner, B. Z. (2021). Everyday People, Extraordinary Leadership. Wiley, Hoboken, NJ. ISBN-13: ‎ 978-1119687016 Sun-Tzu. (2003). The Art of War (J. Minford, Ed.). Penguin Books. New York. ISBN: 978-0140439199

In this captivating episode of @TheScienceofLeadership, host Dr. Tom Collins welcomes distinguished military leader General Vince Brooks as they discuss the core principles of servant leadership. General Brooks draws on his military experience, especially in Iraq, to highlight the importance of humility, courage, and leaving a lasting legacy. He shares a powerful story illustrating selflessness and prioritizing the well-being of those you lead. Together, they emphasize that true leadership centers on the team, not the leader, and underscore the role of humility, self-reflection, and continuous learning in inspiring trust and collective success. General Brooks is a West Point graduate and a veteran of three wars. He led 650,000 personnel as Commander of U.S. Forces Korea, Combined Forces Command, and U.N. Command, and served on the Joint Chiefs of Staff. Highly decorated, his honors include the Army Distinguished Service Medal with three oak leaf clusters and a Bronze Star. Post-retirement, he has joined the boards of several corporations. Key Takeaways: Leadership Focus: True leadership is about prioritizing the needs and growth of those you lead, rather than seeking personal glory. Servant Leadership: Exercising servant leadership involves setting an example and subordinating personal interests for the collective good. Humility in Leadership: Humility is crucial in effective leadership; it helps leaders stay grounded and better connect with their teams. Continuous Learning: Great leaders are always open to learning and improving, valuing feedback and reflecting on their experiences. Creating a Legacy: The ultimate success of a leader is measured by the success and growth of their followers. Resources: Connect with General Vince Brooks on LinkedIn | https://www.linkedin.com/in/vincent-brooks-757116189/ United States Military Academy at West Point | https://www.westpoint.edu/ Book References: "Servant Leadership" by Robert Greenleaf ISBN-13:‎ 978-0809105540 "Leading with a Limp" by Dan Allender ISBN-13:‎ 978-1578569526

In this enlightening episode of @TheScienceofLeadership, Dr. Tom Collins speaks with Lieutenant General Mark Hertling about applying military leadership principles in healthcare. General Hertling shares insights from his military career and experience in physician leadership development, highlighting self-assessment, communication, and influence. He discusses understanding team members’ motivations, aligning presence with leadership roles, and building cohesive teams in high-stakes environments. Through real-world examples, this episode offers practical guidance for enhancing leadership skills across fields. Lieutenant General Hertling is a West Point graduate, former Commander of U.S. Army Europe, and a combat veteran of three wars. He is highly decorated, with honors including four Bronze Stars and a Purple Heart. After retiring, he earned a doctorate in business administration and transitioned to healthcare leadership, culminating in his book Growing Physician Leaders: Empowering Doctors to Improve Our Healthcare. Key Takeaways: Continuous Self-Assessment: Leaders must regularly evaluate their character, presence, and intellect to maintain alignment with their values and roles. Influence Techniques: Effective leadership hinges on the ability to influence and understand the motivations of team members, rather than exerting external motivation. Communication is Key: Both what leaders say and how they are perceived are crucial. Emotional intelligence and impactful communication strategies are essential for effective leadership. Building Teams: Successful teams are forged through understanding individual member's strengths, motivations, and fostering a collaborative environment. Serendipity and Success: The confluence of preparation, being in the right position, and seizing opportunities often defines a leader’s journey and their impact. Resources: General Mark Hertling's Book: Growing Physician Leaders | https://a.co/d/i7M9bg6 General Mark Hertling’s LinkedIn: https://www.linkedin.com/in/mark-hertling-dba-57987066/ Women in Medicine Initiative: http://womeninmedicine.org/ Dr. Tom Collins' LinkedIn: https://www.linkedin.com/in/tomcollinsmd/

In this conversation on @TheScienceofLeadership, Dr. Tom Collins and Dr. Justin Hamrick, Dr. Collins discuss the importance of caring in leadership. They define caring as both meeting needs (caring for) and forming emotional connections (caring about). Tom shares a story of a teacher who cared about him, illustrating how caring fosters trust. They address the misconception that caring isn’t essential in leadership, explaining its benefits: higher engagement, productivity, and morale, along with reduced turnover. Leaders show care by listening actively, getting to know team members personally, and making them feel valued and supported. Key concepts covered in this episode include leadership, caring, trust, needs, emotional connection, well-being, effective leadership, meeting needs, support, personal connection, engagement, productivity, collaboration, morale, and turnover. Takeaways Caring in leadership involves both caring for someone (providing for their needs) and caring about someone (emotional connection and interest in their well-being). Exceptional leadership requires both forms of caring. Caring builds trust, and trust is essential for effective leadership. Not caring about the people we lead can lead to attrition and a lack of trust. Practical ways to demonstrate care as a leader include asking about personal concerns, showing interest in their well-being, and investing time and effort in understanding and supporting them. Caring for and caring about team members are both essential aspects of effective leadership. Caring for others involves meeting their needs and supporting them in their work. Caring about others means getting to know them on a personal level and understanding their experiences and hardships. Genuine care from leaders leads to increased engagement, productivity, collaboration, morale, and reduced turnover. Key References Goleman, D., "Leadership That Gets Results," Harvard Business Review, 2000 Nguyen, M. T. & Trepanier, S., "The Impact of Leadership on Employee Retention," Human Resources Quarterly, 2020 Reilly, K. K., Zhou, S., & Wong, L. "Leadership and Workplace Engagement," Journal of Organizational Behavior, 2021 Gallup, "State of the American Workplace," Gallup Research, 2017 De Vries, R., Bakker-Pieper, A., & Oostenveld, W. "Leadership, Communication, and Team Collaboration," Journal of Applied Psychology, 2016 Society for Human Resource Management, "The Influence of Empathetic Leadership on Workplace Morale," 2022 Seppala, E., "The Power of Compassionate Leadership," Yale School of Management, 2018

In this engaging episode of @TheScienceofLeadership, host Tom Collins delves into the critical theme of communication in leadership with expert guest Doctor Lori Armstrong. They discuss the power of asking the right questions to enhance communication, build trust, and improve leadership. Drawing from her healthcare executive experience, Dr. Armstrong shares insights and practical advice for leaders, highlighting the role of curiosity, active listening, and fostering a culture of openness. Their conversation blends real-life examples with scientific insights, showing how thoughtful questioning leads to stronger relationships and better organizational outcomes—a must-listen for anyone aiming to improve their communication skills in leadership. Dr. Armstrong holds a Doctor of Nursing Practice from Drexel University and has led at top institutions like Kaiser Permanente and Stanford. Now CEO and Chief Clinical Officer of Inspire Nurse Leaders, she helps equip nurse leaders for success. She serves on national boards and has received honors like the Silicon Valley Woman of Distinction award. Key concepts in this episode include communication, leadership, asking the right question, clarity, understanding, care, trust, relationships, growth, critical thinking, problem-solving, clarification, engagement, participation, competence, autonomy, relatedness, relationships, innovation, curiosity, reflective questions, neutrality, timing, solution-oriented questions Takeaways Asking the right question leads to clarity of understanding and accurate message delivery. Asking the right question shows that the conversation is important and that the leader cares. Asking the right question can have a profound impact on individuals and their lives. Asking the right question builds trust, strengthens relationships, and creates opportunities for growth. Asking the right questions enhances critical thinking and problem-solving. Asking questions facilitates understanding and clarification, encouraging engagement and participation. Asking questions in a curious and interested manner increases competence, autonomy, and relatedness among team members, fostering stronger relationships and innovation. To become better at asking the right questions, tailor questions to the person and context, be clear and specific, ask open-ended questions, be curious and not judgmental, use reflective questions, ask for clarification when needed, stay neutral, time the question appropriately, ask 'what else?', and ask solution-oriented questions. Key References: Enhances Critical Thinking and Problem-Solving Tofel-Grehl, C., & Feldon, D. F. (2013). Cognitive task analysis-based training: A meta-analysis of studies. Journal of Educational Psychology, 105(3), 763–775. DOI: 10.1037/a0033455. Paul, R., & Elder, L. (2006). The Miniature Guide to Socratic Questioning. Foundation for Critical Thinking. Facilitates Understanding and Clarification Janssen, O. (2005). The role of frustration in communication: A theoretical framework. Academy of Management Review, 30(4), 723–739. Brownell, J. (2012). Listening: Attitudes, Principles, and Skills (5th ed.). Pearson Education. Encourages Engagement and Participation Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. Plenum Press. Koestner, R., Ryan, R. M., Bernieri, F., & Holt, K. (1984). Setting limits on children's behavior: The differential effects of controlling vs. informational styles on intrinsic motivation and creativity. Journal of Personality, 52(3), 233–248. 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. Builds Stronger Relationships Reis, H. T., & Shaver, P. (1988). Intimacy as an interpersonal process. In S. Duck (Ed.), Handbook of Personal Relationships: Theory, Research, and Interventions (pp. 367–389). Wiley. Fosters Innovation Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.