The Science of Leadership

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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