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. 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. 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.   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. 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. 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. 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 is joined by General Scott Wallace U.S. Army (Ret.) for a discussion on the importance of trust in leadership and the challenges of 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. General Wallace shares his leadership lessons on trust and the importance of training. He recounts the story of the Thunder Runs during the invasion of Iraq, highlighting the need to trust subordinates and the value of tough, realistic training. He emphasizes that leaders must create conditions for training and underwrite the mistakes of their subordinates. General Wallace also discusses the importance of communication and the leader's personal involvement in critical decisions. He shares a personal story of a failed deep attack mission and reflects on the lessons learned. The conversation also explores the science behind trust and its positive effects on relationships, retention, psychological safety, and decision-making. General Wallace emphasizes the need for leaders to trust themselves, create opportunities for training and shared experiences, and identify areas where extra oversight may be necessary. The conversation concludes with a discussion on hiring the right people and the importance of letting go of micromanagement. 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." Chapters 00:00 Introduction 01:16 The Power of Trusting Your Subordinates 14:29 The Importance of Tough, Realistic Training 21:51 Creating Conditions for Training and Underwriting Mistakes 25:37 The Crucial Role of Communication in Leadership 33:32 The Leader's Personal Involvement in Critical Decisions 34:19 The Importance of Trust in Leadership 35:20 Lessons Learned from a Failed Deep Attack Mission 48:30 The Science Behind Trust and its Positive Effects 53:42 Building Trust: Trusting Yourself and Others 59:21 Letting Go of Micromanagement 01:03:03 Hiring the Right People and Making Tough Decisions   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. The cover how clear and consistent communication is essential for leaders to convey their message and ensure that everyone understands their vision. 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. The science behind communication in leadership emphasizes the importance of cognitive load, decision-making processes, and self-regulation. Effective communication requires practice and mastery of the message, so leaders can deliver it clearly and consistently. In this conversation, Tom and Justin discuss the importance of effective communication in leadership. 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."   Chapters 00:00  The Importance of Clear and Consistent Communication in Leadership 03:09  Getting It Right in Your Own Mind: The Key to Effective Communication 06:13  Managing Emotion and Pride for Effective Communication 19:21 The Science Behind Communication in Leadership 25:09  Practice and Mastery: The Path to Effective Communication 31:33  The Importance of Understanding the Message 34:24  The Power of Listening and Hearing 38:38  Practical Tips for Effective Communication 44:18  Knowing When to Speak and When to Listen 51:18  The Goal of Communication: Making the Team Better   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. 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. In this podcast, General Perna emphasizes the need for leaders to lead by example and ensure that their actions align with their words. General Perna shares stories from his military career that illustrate the importance of taking responsibility and being accountable for the outcomes. He also highlights the role of trust in effective leadership and the impact of violating that trust. Overall, the episode emphasizes the significance of remaining responsible and accountable in order to build trust and lead effectively. General Perna discusses his experience leading Operation Warp Speed and the importance of being responsible and accountable in challenging situations. He emphasizes the need to think beyond oneself and the organization and focus on the greater mission. General Perna also highlights the value of building diverse teams and leveraging the expertise of others. He shares practical advice for leaders, including asking if a decision is bigger than oneself and the organization, and being willing to delegate and collaborate. The conversation concludes with insights on decision-making, time management, and the importance of humility. 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. Chapters 00:00 Introduction 02:13 Being Responsible and Accountable as Leaders 09:23 Taking Responsibility and Giving Credit 18:11 The Importance of Maintaining High Standards 25:07 Leading by Example and Building Trust 29:58 Achieving Success through Responsibility and Accountability 36:11 Maintaining Standards in Challenging Environments 37:03 Leading with Responsibility and Accountability 38:05 Leading Operation Warp Speed 41:39 Overcoming Challenges in Distribution 44:31 Checking Egos at the Door 48:53 The Importance of Humility 52:07 Positive Effects of Responsibility and Accountability   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, Tom and Justin discuss the importance of competence in leadership. Competence is defined as having the knowledge, skills, and abilities to accomplish something successfully and efficiently. There are two forms of competence in leadership: expertise in a specific field and competence in leading. While expertise is important, it is not enough to be a successful leader. Competence in leading involves the ability to get things done and lead effectively. Competence is crucial for building trust, credibility, and team cohesion. It is also associated with improved organizational performance and employee satisfaction. Competence is a crucial aspect of leadership that impacts team cohesion, effectiveness, and intent to leave. Studies have shown that teams led by competent leaders are more cohesive and effective. Additionally, employees are more likely to stay with an organization when they perceive their leaders as competent and supportive. To become more competent as a leader, individuals can invest in personal development through formal and informal pathways, gain practical experience, and seek mentorship. Resources for further learning include books like 'The Leadership Challenge' and the US Army's leadership field manual. Key concepts in this episode include competence, leadership, expertise, knowledge, skills, abilities, success, efficiency, trust, credibility, team cohesion, organizational performance, employee satisfaction, effectiveness, employee intent to leave, personal development, practical experience, and 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.   Chapters 00:00 Defining Competence in Leadership 02:00 Two Forms of Competence in Leadership 06:28 The Relationship Between Expertise and Competence 07:07 Competence as a Requirement for Good Leadership 09:01 Competence in Leading vs. Competence in a Specific Field 13:04 Continuous Learning and Growth for Leaders 14:29 The Dunning-Kruger Effect and Overestimating Competence 22:41 The Importance of Competence in Leadership 25:02 Competence and Organizational Performance 26:10 Competence Builds Trust and Credibility   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 General Barry McCaffrey to discuss the powerful impacts that occur when we appreciate those we lead. 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. General McCaffrey shares profound insights on why appreciating and recognizing your team is essential for leadership success, how small acts of praise can make a big difference, and why fairness doesn't always mean equality. They explore concepts like the importance of leading from the front, recognizing star performers, and the challenges of large-scale organizations. General McCaffrey shares a compelling story from his time in Vietnam about the importance of leaders eating last and being first in battle, embodying servant leadership at its core. Dr. Collins highlights the Four Cs of Leadership—Character, Competence, Caring, and Communication—and how they apply across industries, from military to healthcare. Key concepts in this episode include appreciation, servant leadership, character, competence, and recognition. 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. Chapters 00:00 Introduction to Leadership Recognition 00:45 Welcome and Guest Introduction 02:20 The Importance of Appreciation in Leadership 05:32 Techniques for Conveying Value 07:47 Contextual Praise and Recognition 09:06 Challenges in Recognizing Excellence 20:03 The Role of Hard Work in Leadership 33:12 The Impact of Personal Touch in Leadership 37:35 General McCaffrey's Leadership Story 41:48 Conclusion and Final Thoughts   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, along with his intermittent co-host, Dr. Justin Hamrick, Dr. Collins discusses 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, along with his intermittent co-host, Dr. Justin Hamrick, Dr. Collins discusses 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 the Science of Leadership, host Tom Collins welcomes distinguished military leader General Vince Brooks. 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. General Brooks, with his extensive background in commanding vast forces and his profound leadership insights, shares valuable lessons on leadership, particularly focusing on the concept of servant leadership. His discussion with Dr. Collins spans from recounting personal experiences in Iraq to articulating the essence of humility, courage, and the significance of creating a lasting legacy through effective leadership. Dr. Collins and General Brooks delve deep into the principles of servant leadership, emphasizing that true leadership is centered around the lead, not the leader. General Brooks shares a poignant story from his time in Iraq that exemplifies this approach, highlighting the importance of selflessness and prioritizing the well-being and success of those you lead. Throughout the conversation, the two underscore the importance of humility, self-reflection, and continuous learning in cultivating a leadership style that inspires trust and collective achievement. 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 We hope this episode has provided you with profound insights into effective leadership. Stay tuned for more enlightening discussions on the Science of Leadership, and remember to keep striving for character, competence, and caring in your own leadership journey.

In this engaging episode of Science of Leadership, host Tom Collins delves into the critical theme of communication in leadership with expert guest Doctor Lori Armstrong. 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. The discussion focuses on the fundamental importance of asking the right question to foster effective communication, build trust, and enhance leadership. Dr. Armstrong, who brings extensive experience from her executive roles in various healthcare institutions, shares insightful stories and practical advice aimed at emerging and established leaders alike. Throughout the episode, Armstrong emphasizes the significant impact that asking the right question can have on leadership effectiveness. She and Collins explore topics such as the role of curiosity, the nuances of active listening, and the benefits of creating a culture of openness and trust. Their dialogue is enriched with real-life examples and scientific principles, offering a profound understanding of how thoughtful questioning can lead to better relationships, enhanced problem-solving, and improved organizational outcomes. This episode is a must-listen for anyone looking to refine their communication skills and become a more impactful leader. 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.