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 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. 

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

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

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

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

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

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

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

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

In this episode of  @TheScienceofLeadership , host Tom Collins is joined by U.S. Navy Admiral (ret.) Scott Swift, who shares his expertise on the pivotal role of calculated risk in leadership, drawing from his vast naval experience, including serving as the Commander of the U.S. Pacific Fleet. With a career handling high-stakes situations, Admiral Swift discusses the significance of embracing uncertainty as a resource, which is crucial for innovation and progress within any organization. This episode dives into the dynamics of risk as it relates to organizational learning and success, providing listeners with practical insights on how to reevaluate their approach to risk in leadership. Admiral Swift elucidates that successful organizations often conceive risk as an integral part of their culture rather than a liability, a mindset particularly evident in startups. Throughout the conversation, he shares valuable lessons from his illustrious career, illustrating how calculated risk-taking can yield significant benefits. Tom and Admiral Swift also discuss the often-overlooked correlation between risk and learning, underscoring the necessity for leaders to foster a culture where risk facilitates growth and innovation. The episode offers a compelling narrative on transforming the apprehension surrounding risk into a strategic advantage, a shift critical in today’s competitive landscapes.   Key Takeaways: 🔸Successful organizations view risk as a resource rather than a liability, embracing it as essential to achieving their goals. 🔸Calculated risks are crucial for fostering high-velocity learning and sparking innovation within organizations. 🔸 Leaders must balance risk-taking with ensuring psychological safety to unlock their team’s full potential. 🔸It is vital for leaders to reframe failure as a part of the learning process and not as a setback. 🔸Understanding the context and relevance of risk is key for leaders aiming to drive organizational growth and stay competitive.   References De Dreu, C. K., & West, M. A. (2001). "Minority dissent and team innovation." Journal of Applied Psychology, 86(6), 1191-1201. Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons. Tversky, A., & Kahneman, D. (1981). The framing of decisions and the psychology of choice. Science, 211, 453–458.

In this episode of  @TheScienceofLeadership  podcast, host Tom Collins engages with U.S. Air Force General Ed Rice to explore the leadership principle of focusing on "doing only what only you can do." The discussion kicks off with General Rice emphasizing the importance of leaders evaluating and empowering their team members by providing responsibility and challenging opportunities for growth. The conversation underscores the significance of leaders dedicating their time to charting the course for the organization rather than being engulfed in tasks that could be delegated. Diving deeper into leadership dynamics, General Rice shares pivotal anecdotes from his career, providing listeners with real-world insights on when and how to intervene as a leader effectively. The conversation highlights the necessity for leaders to delegate appropriately, ensuring organizational efficiency and empowering subordinates. General Rice elaborates on understanding the different roles within an organization and maintaining an optimal balance between responsibility, accountability, and authority. His discussion with Tom Collins offers listeners actionable advice on overcoming the pitfalls of micromanagement and avoiding the trap of reverting to familiar tasks rather than leading strategically.   Key Takeaways: 🔸Leaders should focus on tasks that only they can do to effectively guide the organization, setting clear directions and strategies. 🔸Delegating duties to capable team members promotes empowerment and accountability while fostering a healthy organizational culture. 🔸Understanding personal strengths and harnessing the potential of subordinates are crucial for successful leadership. 🔸Time management and prioritizing important tasks over mere busyness can significantly impact leadership effectiveness. 🔸Leaders have a unique role in knowing when to bend rules thoughtfully, demonstrating flexibility and strategic decision-making.   In this Episode: 0:00 | Intro 5:32 | Leadership and Communication During Military Crises 10:10 | Balancing Leadership and Delegation for Effective Team Management 16:34 | Effective Leadership Through Prioritization and Time Management 22:10 | Leadership Decisions in Crisis Management and Delegation 27:41 | Sears' Diversification Mistake and Its Impact on Their Success 33:58 | Aligning Responsibility, Authority, and Accountability in Leadership 39:22 | Leadership Insights: Rule Followers, Risk Takers, and Empowerment   References Blunden, H. & Steffel, M. (2024). How to Delegate Decision-Making Strategically. Harvard Business Review. www.hbr.org Mathebula, B. & Barnard, B. (2020). The Factors of Delegation Success: Accountability, Compliance and Work Quality. Expert Journal of Business and Management, 8(1), 76–97. Mathieu, J. E., Gilson, L. L. & Ruddy, T. M. (2006). Empowerment and Team Effectiveness: An Empirical Test of an Integrated Model. Journal of Applied Psychology, 91(1), 97–108. https://doi.org/10.1037/0021-9010.91.1.97 Schriesheim, C. A., Neider, L. L. & Scandura, T. A. (1998). Delegation and Leader-Member Exchange: Main Effects, Moderators, and Measurement Issues. Academy of Management Journal, 41(3), 298–318. https://doi.org/10.5465/256909 Sostrin, J. (2017). To Be a Great Leader, You Have to Learn How to Delegate Well. Harvard Business Review. www.hbr.org Zhang, X., Qian, J., Wang, B., Jin, Z., Wang, J. & Wang, Y. (2017). Leaders’ Behaviors Matter: The Role of Delegation in Promoting Employees’ Feedback-Seeking Behavior. Frontiers in Psychology, 08, 920. https://doi.org/10.3389/fpsyg.2017.00920

In this episode of  @TheScienceofLeadership  podcast, host Tom Collins engages with U.S. Army General (ret.) Mike Scaparrotti as they discuss how the fundamentals are the key to exceptional leadership. The conversation delves into the core fundamentals that define exceptional leadership, underscoring the prime importance of character, competence, and caring. Through anecdotal experiences and rich, thought-provoking dialogues, General Scaparrotti elucidates the principles that have guided leaders towards success in both military and civilian domains. Throughout the episode, the emphasis is on understanding and practicing leadership fundamentals such as character, competence, caring, and communication. General Scaparrotti provides practical illustrations from his tenure, emphasizing the value of maintaining high standards and adhering to principles even under pressure. By focusing on the essential leadership traits and distilling the military's teaching into universally applicable lessons, listeners are provided with a roadmap for cultivating effective leadership qualities in any field. The dialogue also highlights the nuanced differences between successful leaders who emphasize character and those who rely on sheer competence, bringing forward the importance of trust and integrity in leadership roles. Key Takeaways: 🔸Fundamental Importance: Leaders must consistently practice the fundamentals of leadership, including character, competence, caring, and communication, to foster trust and effectiveness. 🔸Character Trumps Strategy: General Scaparrotti asserts that a leader with strong character is preferable to one with just tactical proficiency, as character lays the foundation for trustworthy leadership. 🔸Intentional Development* Leaders are encouraged to be intentional in their personal growth and reflective in their practices to continuously improve. 🔸Lessons from the Battlefield: Practical stories from both battlefield and everyday situations illustrate how upholding fundamentals can vastly improve outcomes. 🔸Adaptation to Change: Staying current and embracing emerging technologies is pivotal for leaders to maintain relevance in rapidly evolving domains. Key words in this episode include leadership, fundamentals, character, competence, communication, leadership fundamentals, military leadership, leadership principles, effective leadership, leadership development, importance of leadership fundamentals, how to practice leadership fundamentals, examples of leadership failures, impact of character in leadership, and role of communication in leadership. References Wooden, J., & Jamison, S. (2005). Wooden on Leadership. McGraw-Hill. Character Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217. Gini, A. (2004). Ethics and Leadership. Business and Society Review, 109(3), 325-342. Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142. Peterson, C., & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification. Oxford University Press. Competence Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35. Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823. Caring Mehra, V., & Srivastava, S. (2024). The role of empathy in leadership on employee satisfaction and organizational performance: A qualitative analysis. Economic Sciences, 20(2), 107-115. Raina, R. (2022). Moving Crisis to Opportunities: A corporate perspective on the impact of compassionate empathic behaviour on the well-being of employees. International Journal of Global Business and Competitiveness, 17(2), p. 239–255. Rahman, W. A., & Castelli, P. A. (2013). The impact of empathy on leadership effectiveness among business leaders in the United States and Malaysia. International Journal of Economics Business and Management Studies, 2(3), 83–97. Communication Clampitt, P. G. & Downs, C. W. (1993). Employee Perceptions of the Relationship Between Communication and Productivity: A Field Study. Journal of Business Communication, 30(1), 5–28. Fairhurst, G. T. & Connaughton, S. L. (2014). Leadership: A communicative perspective. Leadership, 10(1), 7–35. Men, L. R. (2014). Strategic Internal Communication: Transformational Leadership, Communication Channels, and Employee Satisfaction. Management Communication Quarterly, 28(2), 264–284.