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 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. 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 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. Key References Beal, D. J., Cohen, R. R., Burke, M. J., & McLendon, C. L. (2003). Cohesion and Performance in Groups: A Meta-Analytic Clarification of Construct Relations. Journal of Applied Psychology, 88(6), 989–1004. https://doi.org/10.1037/0021-9010.88.6.989 Hobson, N. M., Schroeder, J., Risen, J. L., Xygalatas, D., & Inzlicht, M. (2018). The Psychology of Rituals: An Integrative Review and Process-Based Framework. Personality and Social Psychology Review, 22(3), 260–284. https://doi.org/10.1177/1088868317734944 Kim, T., Sezer, O., Schroeder, J., Risen, J., Gino, F., & Norton, M. I. (2021). Work group rituals enhance the meaning of work. Organizational Behavior and Human Decision Processes, 165, 197–212. https://doi.org/10.1016/j.obhdp.2021.05.005 Li, A., Early, S. F., Mahrer, N. E., Klaristenfeld, J. L., & Gold, J. I. (2014). Group Cohesion and Organizational Commitment: Protective Factors for Nurse Residents’ Job Satisfaction, Compassion Fatigue, Compassion Satisfaction, and Burnout. Journal of Professional Nursing, 30(1), 89–99. https://doi.org/10.1016/j.profnurs.2013.04.004 Mullen, B., & Copper, C. (1994). The Relation Between Group Cohesiveness and Performance: An Integration. Psychological Bulletin, 115(2), 210–227. https://doi.org/10.1037/0033-2909.115.2.210 Onağ, Z., & Tepeci, M. (2014). Team Effectiveness in Sport Teams: The Effects of Team Cohesion, Intra Team Communication and Team Norms on Team Member Satisfaction and Intent to Remain. Procedia - Social and Behavioral Sciences, 150, 420–428. https://doi.org/10.1016/j.sbspro.2014.09.042

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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