Afleveringen
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Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he engages in a profound conversation with General Tony Zinni as they delve into the leadership maxim, "Don't fall in love with your plan."
General Tony Zinni is a US Marine who served in key leadership roles such as Commander in Chief of US Central Command, Special Envoy to the Middle East, and has decades of military leadership experience. Additionally, he’s a New York Times bestselling author and holds a PhD in Interdisciplinary Leadership.
Drawing from military and corporate experiences, General Zinni discusses the importance of adaptability, cognitive flexibility, and creating an environment where all voices can challenge plans. They explore historical examples and scientific principles that illustrate the pitfalls of rigid planning and the benefits of strategic foresight. Whether in military operations or corporate strategy, learn how to navigate dynamic environments and keep your team aligned with evolving goals and objectives.
Keywords in this episode include leadership, adaptability, planning, military experience, cognitive flexibility, feedback, decision-making, empowerment, and strategic planning.
Key Takeaways:
• The importance of not getting too attached or "falling in love" with your plan is critical for effective leadership in dynamic environments.
• Adaptive leadership necessitates collective decision-making and allowing teams to contribute insights, fostering a culture where all can voice perspectives.
• Cognitive flexibility, the capacity to adjust strategies based on real-time data, significantly enhances success in uncertain conditions.
• Understanding competitor actions and motives is essential; leaders must think beyond their perspective to anticipate competitor moves.
• Historical examples underscore the consequences of rigid planning, with case studies from military campaigns and corporate missteps reinforcing the message.
Books by General Tony Zinni:
• Before the First Shots Are Fired: How America Can Win or Lose off the Battlefield (https://a.co/d/iBp9zxN)
• Leading the Charge: Leadership Lessons from the Battlefield to the Boardroom (https://a.co/d/eh0arKt)
• The Battle for Peace (https://a.co/d/eh0arKt)
References:
• Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524–540.
• Grove, A. S. (1999). Only the Paranoid Survive. Crown Currency, New York.
• Kahneman, D. (2013). Thinking, Fast and Slow. Farrar, Straus and Giroux, New York.
• Plowman, D. A., & Duchon, D. (2007). Emergent leadership in complex organizations: It's leadership, but not as we know it. The Leadership Quarterly, 18(4), 341–356.
• Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.
• Zaccaro, S. J., Foti, R. J., & Kenny, D. A. (1991). Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology, 76(2), 308–315.
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Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he welcomes Catherine Krawczeski, MD to discuss the pivotal role of kindness in effective leadership.
As the Chair of the Department of Pediatrics at The Ohio State University College of Medicine, Physician-in-Chief and Chief Medical Officer of Nationwide Children’s Hospital, Dr. Krawczeski offers unique insights into how leading with kindness not only fosters a respectful working environment but also enhances resilience and performance among teams.
Delving into the profound relationship between kindness and leadership, Dr. Krawczeski emphasizes that respect for colleagues can transform work cultures. Highlighting personal anecdotes, she illustrates how empathy and understanding can propel individuals beyond pre-conceived limitations, fostering organizational growth and individual development. Meanwhile, Tom shares personal stories and science-backed evidence supporting the profound positive impact of kindness in leadership settings. Together, they explore practical strategies for leaders to cultivate a more compassionate approach, touching upon the significance of humility, open communication, and continuous feedback.
Keywords in this episode include leadership, kindness, empathy, respect, team dynamics, workplace culture, coaching, personal growth, emotional intelligence, forgiveness.
Key Takeaways:
Kindness in leadership is deeply intertwined with respect and empathy, playing a crucial role in effective team management and individual development.Even in high-stress environments, leaders can maintain high standards while being compassionate and offering support to those who struggle.Acts of grace and forgiveness from leaders can have transformative effects on team morale and productivity.Effective leadership involves listening, understanding others’ perspectives, and providing constructive feedback.Fostering positive social connections in the workplace can significantly impact organizational efficiency and employee well-being.References:
Algoe, S. B., & Haidt, J. (2009). Witnessing Excellence in Action: The Other-praising
Emotions of Elevation, Gratitude and Admiration. Journal of Positive Psychology, 4(2), 105-127.
Dutton, J. E., Frost, P. J., Worline, M. C., Lilius, J. M., & Kanov, J. M. Kanov. (2002) Leading in Times of Trauma. Harvard Business Review, 80(1), 54–61.
Frost, P. (1999). Why Compassion Counts! Journal of Management Inquiry, 8(2), 127–133.
Frost, P. J., Dutton, J. E., Worline, M. C., & Wilson, A. (2000). Narratives of Compassion in Organizations, in S. Fineman (ed.), Emotion in Organizations. Sage. p. 25–45.
Kindness in Leadership. (2018). Haskins, G., Thomas, M., & Johri, L. (Eds.). Routledge.
Kanov, J. M., Maitlis, S., Worline, M. C. Dutton, J. E., Frost, P. J., & Lilius, J. M. (2004). Compassion in Organizational Life. American Behavioral Scientist, 47(6),808–827.
Solomon, R. C. (1998). The Moral Psychology of Business: Care and Compassion in the Corporation. Business Ethics Quarterly, 8, 515–533.
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Zijn er afleveringen die ontbreken?
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Join us in this episode of @TheScienceofLeadership as we explore the intricate connections between leadership, occupational burnout, and professional fulfillment, guided by the insights of world-renowned expert Dr. Tait Shanafelt. Dive deep into the science behind burnout, understand its roots, and discern how leadership styles can either mitigate or exacerbate its effects.
In this engaging discussion, we challenge the conventional wisdom that burnout is merely pop psychology, presenting it instead as a legitimate, work-related syndrome recognized by the World Health Organization. Dr. Shanafelt articulates how leadership behaviors are crucial in influencing burnout levels, backed by substantial research linking specific leader actions to team well-being. Moreover, the episode expands on the potential systemic shifts necessary for healthcare to retain its altruistic essence, diving into the impact of leadership on healthcare quality and employee satisfaction.
Dr. Shanafelt is an internationally recognized physician, scientist, and expert in the field of physician well-being and burnout. He is the Chief Wellness Officer at Stanford Medicine and Associate Dean at the Stanford School of Medicine. He leads Stanford’s WellMD & WellPhD Center where he and his team work to reduce burnout and improve the professional fulfillment of healthcare professionals. He has published hundreds of scientific papers, many of which focus on today’s topic, including a 2021 paper where he and his coauthors introduced the Wellness-Centered Leadership construct. Stay tuned for more enlightening discussions in upcoming episodes of the Science of Leadership, where we continue exploring the multifaceted dimensions of effective leadership in diverse industries.
Key Takeaways:
• Leadership behaviors deeply influence burnout and professional fulfillment; treating people with dignity, seeking input, and recognizing achievements are essential.
• Burnout is not a personal failing but a work environment issue, affecting particularly those in high-interaction roles like healthcare professionals.
• Effective leadership is foundational to sustaining employee well-being amidst growing healthcare challenges.
• There is compelling evidence that leaders’ own well-being significantly impacts their leadership effectiveness and their team’s perception.
• Altruism in healthcare is at risk if the current work structures continue to undermine professionals' innate calling to serve.
References:
Han, S., Shanafelt, T. D., Sinsky, C. A., Awad, K. M., Dyrbye, L. N., Fiscus, L. C., Trockel, M. & Goh, J. (2019). Estimating the Attributable Cost of Physician Burnout in the United States. Annals of Internal Medicine, 170(11), 784–788.
Marchalik, D. & Shanafelt, T. (2020). Addressing Burnout Among Health Care Professionals by Focusing on Process Rather Than Metrics. JAMA Health Forum, 1(9), e201161. Shanafelt, T. D., Dyrbye, L. N. & West, C. P. (2017). Addressing Physician Burnout: The Way Forward. JAMA, 317(9), 901.
Shanafelt, T. D., Gorringe, G., Menaker, R., Storz, K. A., Reeves, D., Buskirk, S. J., Sloan, J. A. & Swensen, S. J. (2015). Impact of organizational leadership on physician burnout and satisfaction. Mayo Clinic Proceedings, 90(4), 432–440.
Shanafelt, T. D., Makowski, M. S., Wang, H., Bohman, B., Leonard, M., Harrington, R. A., Minor, L. & Trockel, M. (2020). Association of Burnout, Professional Fulfillment, and Self-care Practices of Physician Leaders With Their Independently Rated Leadership Effectiveness. JAMA Network Open, 3(6), e207961.
Shanafelt, T. D. & Noseworthy, J. H. (2017). Executive Leadership and Physician Well-being: Nine Organizational Strategies to Promote Engagement and Reduce Burnout. Mayo Clinic Proceedings, 92(1), 129–146.
Shanafelt, T. D., Wang, H., Leonard, M., Hawn, M., McKenna, Q., Majzun, R., Minor, L. & Trockel, M. (2021). Assessment of the Association of Leadership Behaviors of Supervising Physicians With Personal-Organizational Values Alignment Among Staff Physicians. JAMA Network Open, 4(2), e2035622.
Shanafelt, T. D., West, C. P., Sinsky, C., Trockel, M., Tutty, M., Wang, H., Carlasare, L. E. & Dyrbye, L. N. (2022). Changes in Burnout and Satisfaction With Work-Life Integration in Physicians and the General US Working Population Between 2011 and 2020. Mayo Clinic Proceedings, 97(3), 491–506.
Shanafelt, T., Goh, J. & Sinsky, C. (2017). The Business Case for Investing in Physician Well-being. JAMA Internal Medicine, 177(12), 1826.
Shanafelt, T., Trockel, M., Rodriguez, A. & Logan, D. (2021). Wellness-Centered Leadership: Equipping Health Care Leaders to Cultivate Physician Well-Being and Professional Fulfillment. Academic Medicine, 96(5), 641–651.
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In this episode of @TheScienceofLeadership Tom Collins and Justin Hamrick explore the critical role of mentorship in developing effective leaders. They discuss the historical context of mentorship, the qualities that make a great mentor, and share personal experiences that highlight the profound impact mentors can have on one's leadership journey. The conversation emphasizes the importance of being proactive in seeking mentorship, setting clear goals, and maximizing the mentoring relationship for personal and professional growth.
Keywords
leadership, mentorship, personal development, qualities of mentors, leadership growth, mentoring relationships, professional development, leadership skills, character, competence
Takeaways
• Mentorship is essential for leadership development.
• Great mentors prioritize the success of their mentees.
• The historical context of mentorship dates back to Homer's Odyssey.
• Qualities of effective mentors include patience, knowledge, and trustworthiness.
• Personal experiences with mentors can shape one's leadership style.
• Mentorship leads to increased competence and decision-making skills.
• Finding a mentor requires proactive searching and investment.
• Mentees should set clear goals and prepare for meetings.
• Mentorship is an investment in personal development.
• Continuous growth is vital for effective leadership.
References
Allen, T. D., & Poteet, M. L. (1999). Developing effective mentoring relationships: Strategies from the mentor’s viewpoint. Career Development Quarterly, 48(1), 59–73.
Day, D. V. (2001). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581–613.
Eby, L. T., Allen, T. D., Evans, S. C., Ng, T., & DuBois, D. L. (2008). Does mentoring matter? A multidisciplinary meta-analysis comparing mentored and non-mentored individuals. Journal of Vocational Behavior, 72(2), 254–267.
Homer. (1996). The Odyssey (R. Fagles, Trans.). Penguin Classics. (Original work published ca. 8th century BC)
Kram, K. E. (1985). Mentoring at Work: Developmental Relationships in Organizational Life. Glenview, IL: Scott, Foresman.
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In this episode of @TheScienceofLeadership Tom Collins hosts an enlightening discussion with retired General Stan McChrystal around the pivotal role of self-discipline in leadership.
In the world of leadership, self-discipline emerges as an unwavering pillar upon which extraordinary leaders build their reputations. Leaders like General Stan McChrystal provide a profound understanding of how self-discipline shapes leadership success. The dialogue presents an exploration into how self-discipline, paired with genuine humility and consistent behavior, can define the effectiveness of a leader across various contexts, including military and corporate settings.
General McChrystal is a highly respected retired Four-Star General who served as the Commander of NATO forces in Afghanistan and led operations that included the capture of Saddam Hussein. A West Point graduate and Army Ranger, General McChrystal is renowned for his leadership in several key military initiatives. Post-retirement, he transitioned to academia, teaching leadership at Yale University, and has served on multiple corporate boards. He is a New York Times bestselling author with a forthcoming book on self-discipline in leadership. Listeners will gain insights into building self-discipline through practical steps and learn about the profound impacts, both positive and negative, that self-discipline has on effective leadership.
Key Takeaways:
The difference between discipline and self-discipline is crucial in leadership, where actions speak louder than words.Leaders must embrace self-discipline to maintain credibility and influence effectively.The cost of lacking self-discipline for leaders is significantly higher due to greater visibility and impact.Practical steps to enhance self-discipline include setting clear goals, developing habits, and practicing mindfulness.Leadership is about embodying the traits one wishes to inspire in others, even in challenging situationsMore information about General Stan McChrystal can be found at: https://www.mcchrystalgroup.com/ Key
References:
Baumeister, R. F., & Vohs, K. D. (2007). Self-regulation, ego depletion, and motivation. Social and Personality Psychology Compass, 1(1), 115-128.Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.Duckworth, A. L., Peterson, C., Matthews, M. D., & Kelly, D. R. (2007). Grit: Perseverance and passion for long-term goals. Journal of Personality and Social Psychology, 92(6), 1087-1101.Gross, J. J. (2015). Emotion regulation: Current status and future prospects. Psychological Inquiry, 26(1), 1-26.Tugade, M. M., & Fredrickson, B. L. (2004). Resilient individuals use positive emotions to bounce back from negative emotional experiences. Journal of Personality and Social Psychology, 86(2), 320-333.Baumeister, R. F., Gailliot, M., DeWall, C. N., & Oaten, M. (2006). Self-regulation and personality: How interventions increase regulatory success, and how depletion moderates the effects of traits on behavior. Journal of Personality, 74(6), 1773-1801.De Cremer, D., & Vandekerckhove, W. (2017). Managing trust in organizations: A multi-level perspective. Journal of Business Ethics, 145, 1–9. 10 Practices for improving self-disciplineLocke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705-717.Lally, P., van Jaarsveld, C. H. M., Potts, H. W. W., & Wardle, J. (2010). How are habits formed: Modelling habit formation in the real world. European Journal of Social Psychology, 40(6), 998-1009.Gollwitzer, P. M. (1999). Implementation intentions: Strong effects of simple plans. American Psychologist, 54(7), 493-503.Mischel, W., Shoda, Y., & Rodriguez, M. L. (1989). Delay of gratification in children. Science, 244(4907), 933-938.Baer, R. A. (2003). Mindfulness training as a clinical intervention: A conceptual and empirical review. Clinical Psychology: Science and Practice, 10(2), 125-143.Muraven, M., & Baumeister, R. F. (2000). Self-regulation and depletion of limited resources: Does self-control resemble a muscle? Psychological Bulletin, 126(2), 247-259.Vohs, K. D., et al. (2008). Making choices impairs subsequent self-control: A limited-resource account of decision making, self-regulation, and active initiative. Journal of Personality and Social Psychology, 94(5), 883-898.Skinner, B. F. (1953). Science and human behavior. Free Press.Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Prentice-Hall.Carver, C. S., & Scheier, M. F. (1982). Control theory: A useful conceptual framework for personality-social, clinical, and health psychology. Psychological Bulletin, 92(1), 111-135. -
In this episode of @TheScienceofLeadership Tom Collins engages with Dr. Rich Arvey to explore the age-old debate of whether leaders are born or made. Dr. Arvey shares insights from his pioneering research in behavioral genetics, focusing on how individual experiences and genetic predispositions contribute to leadership ability. The discussion delves into the results of twin studies, weaving a fascinating narrative about the sum of genetic and experiential factors in leadership development.
Dr. Arvey is a highly respected figure in the field of organizational psychology and leadership genetics, has spent decades meticulously researching the interplay between genetic predispositions and environmental influences in the development of leadership qualities.
During the podcast, Dr. Arvey emphasized that leadership potential results from both genetic and environmental factors. "Bottom line is that of course it's both, both genetic and environmental influences," he explained. According to study findings, about 30% of leadership potential could be attributed to genetics according to Dr. Arvey's research: "We found there is a 30% of the variation in job satisfaction among people as a genetic component." This statement signifies that while nature plays a substantial role, the bulk of leadership attributes remains shaped by nurture, accounting for 70% of the developmental spectrum.
Takeaways:
• Leadership is influenced by both genetic and environmental factors, with around 30% of leadership variation attributable to genetics.
• Intelligence and unique individual experiences play crucial roles in a person's capacity to move into leadership roles.
• Environmental details, such as education and work experiences, significantly shape leadership capabilities.
• Research suggests that genetics might impact leadership indirectly, mediated by factors like personality and intelligence rather than directly determining leadership potential.
• There is no single "leadership gene," and genetic studies generally provide correlations rather than causal evidence.
References
Arvey, R. D., Rotundo, M., Johnson, W., Zhang, Z. & McGue, M. (2006). The determinants of leadership role occupancy: Genetic and personality factors. The Leadership Quarterly, 17(1), 1–20. https://doi.org/10.1016/j.leaqua.2005.10.009
Arvey, R. D., Zhang, Z., Avolio, B. J. & Krueger, R. F. (2007). Developmental and Genetic Determinants of Leadership Role Occupancy Among Women. Journal of Applied Psychology, 92(3), 693–706. https://doi.org/10.1037/0021-9010.92.3.693
Boerma, M., Coyle, E. A., Dietrich, M. A., Dintzner, M. R., Drayton, S. J., Early, J. L., Edginton, A. N., Horlen, C. K., Kirkwood, C. K., Lin, A. Y. F., Rager, M. L., Shah-Manek, B., Welch, A. C. & Williams, N. T. (2017). Are outstanding leaders born or made? American Journal of Pharmaceutical Education, 81(3), 58. https://doi.org/10.5688/ajpe81358
Chaturvedi, S., Arvey, R. D., Zhang, Z. & Christoforou, P. T. (2011). Genetic Underpinnings of Transformational Leadership. Journal of Leadership & Organizational Studies, 18(4), 469–479. https://doi.org/10.1177/1548051811404891
Chaturvedi, S., Zyphur, M. J., Arvey, R. D., Avolio, B. J. & Larsson, G. (2012). The heritability of emergent leadership: Age and gender as moderating factors. The Leadership Quarterly, 23(2), 219–232. https://doi.org/10.1016/j.leaqua.2011.08.004
Johnson, A. M., Vernon, P. A., Harris, J. A. & Jang, K. L. (2004). A Behavior Genetic Investigation of the Relationship Between Leadership and Personality. Twin Research, 7(1), 27–32. https://doi.org/10.1375/twin.7.1.27
Johnson, A. M., Vernon, P. A., McCarthy, J. M., Molson, M., Harris, J. A. & Jang, K. L. (1998). Nature vs nurture: Are leaders born or made? A behavior genetic investigation of leadership style. Twin Research, 1(4), 216–223. https://doi.org/10.1375/twin.1.4.216
Li, W.-D., Arvey, R. D., Zhang, Z. & Song, Z. (2012). Do leadership role occupancy and transformational leadership share the same genetic and environmental influences? The Leadership Quarterly, 23(2), 233–243. https://doi.org/10.1016/j.leaqua.2011.08.007
Li, W.-D., Wang, N., Arvey, R. D., Soong, R., Saw, S. M. & Song, Z. (2015). A mixed blessing? Dual mediating mechanisms in the relationship between dopamine transporter gene DAT1 and leadership role occupancy. The Leadership Quarterly, 26(5), 671–686. https://doi.org/10.1016/j.leaqua.2014.12.005
Neve, J.-E. D., Mikhaylov, S., Dawes, C. T., Christakis, N. A. & Fowler, J. H. (2013). Born to lead? A twin design and genetic association study of leadership role occupancy. The Leadership Quarterly, 24(1), 45–60. https://doi.org/10.1016/j.leaqua.2012.08.001
Niccol, A. (1997). Gattaca. Columbia Pictures.
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In this episode of @TheScienceofLeadership Tom Collins interviews renowned leadership and change expert Dr. Richard Boyatzis. Dr. Boyatzis shares his extensive research on leadership and change, emphasizing the importance of emotional intelligence and resonant leadership. He discusses his journey from engineering to psychology, the significance of relationships in leadership, and the practical steps leaders can take to foster change and resilience in their teams. Through case studies and personal anecdotes, Dr. Boyatzis illustrates how effective, resonant leadership is rooted in shared vision, compassion, and the ability to inspire others.
Dr. Boyatzis earned his bachelors in aeronautics and astronautics at MIT, then his masters and PhD in Social Psychology from Harvard. He is currently a Distinguished University Professor at Case Western Reserve. He is an international authority on emotional intelligence, leadership, and change. His groundbreaking work has shaped how we think about guiding others through change. He has won numerous awards for his work. He has published multiple New York Times bestselling books on leadership and is soon to publish his new book, The Science of Change.
Key concepts in this episode include leadership, change, emotional intelligence, resonant leadership, intentional change theory, organizational change, leadership development, Dr. Richard Boyatzis, science of change, and leadership strategies.
Takeaways
• Leadership is fundamentally about relationships, not just authority.
• Emotional intelligence plays a crucial role in effective leadership.
• Resonant leadership fosters a positive emotional climate in organizations.
• Vision and purpose are essential for motivating teams.
• Dissonant leadership can lead to disengagement and lack of innovation.
• Positive emotional contagion can inspire teams to achieve more.
• Effective leaders focus on development alongside performance.
• Engagement numbers are higher in organizations that prioritize development.
• Leaders must reflect on their own motivations to inspire others.
References
• Boyatzis, R. (2024). The Science of Change. Oxford, UK: Oxford University Press.
• Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership. Boston: Harvard Business Review Press.
• Boyatzis, R. E. (2006). Intentional change theory from a complexity perspective. Journal of Management Development 25(7), 607-623.
• Boyatzis, R., & McKee, A. (2005). Resonant Leadership. Boston: Harvard Business Review Press.
• Boyatzis, R., Smith, M., & Van Oosten, E. (2019). Helping People Change. Boston: Harvard Business Review Press.
• Kotter, J. P. (1996). Leading Change. Boston: Harvard Business Review Press.
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In this episode of @TheScienceofLeadership Tom Collins engages in a thought-provoking conversation with leadership scientist and expert Dr. Stefanie Johnson about gender-related variations in leadership. They explore the nuances of how men and women lead, the perceptions surrounding these differences, and the impact of societal expectations on leadership effectiveness. The discussion delves into the Pygmalion effect, the importance of inclusion, and practical strategies for fostering diverse leadership environments. Dr. Johnson emphasizes the need for organizations to recognize the value of different perspectives and the importance of developing leadership skills across all genders.
Dr. Johnson is the Director of the University of Colorado Boulder’s Center for Leadership and an Associate Professor in the Leeds School of Business. She has published numerous scientific papers on leadership and is the author of the Wall Street Journal Best Seller, Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams.
Key concepts in this episode include gender in leadership, leadership styles, Pygmalion effect, inclusion, gender equity, leadership development, perceptions of leadership, selection bias, women in leadership, and leadership effectiveness.
Key Takeaways
- There are minimal differences in leadership styles between genders.
- Perceptions of leadership often overshadow actual differences in behavior.
- The Pygmalion effect illustrates how expectations influence performance.
- Women face greater scrutiny and expectations in leadership roles.
- Selection bias affects who gets promoted into leadership positions.
- Leadership can be learned and developed over time.
- Inclusion leads to better outcomes in organizations.
- Diverse teams are more innovative and effective.
- Expectations for female leaders can be a double-edged sword.
- Building relationships is crucial for effective leadership.
Sound Bites
"There's really very little difference in how men and women lead."
"We believe there's a big difference."
"People behave as we expect them to behave."
Key References:
Johnson, S. K. (2020). Inclusify: The power of uniqueness and belonging to build innovative teams. New York: HarperBusiness.
Gender has little to no relationship with leadership style and effectiveness
Dobbins, G. H., & Platz, S. J. (1986). Sex differences in leadership: How real are they? Academy of Management Review, 11, 118-127.Kaiser, R. B., & Wallace, W. T. (2016). Gender bias and substantive differences in ratings of leadership behavior: Toward a new narrative. Consulting Psychology Journal: Practice and Research, 68, 72-98.Powell, G. N. (1990). One more time: Do female and male managers differ? Academy of Management Executive, 4, 68-75.van Engen, M. L., van der Leeden, R., Willemsen, T. M. (2001). Gender, context and leadership styles: A field study. Journal of Occupational and Organizational Psychology, 74, 581-598.Men and women are equally effective, but are more effective in leadership roles congruent with their gender
Eagly, A. H., Karau, S. J., Makhijani, M. G. (1995). Gender and the effectiveness of leaders: A meta-analysis. Psychological Bulletin, 117, 125-145.Women are viewed as better leaders
Zenger, J., & Folkman, J. (2012). Are women better leaders than men? Harvard Business Review. https://hbr.org/2012/03/a-study-in-leadership-women-doZenger, J., & Folkman, J. (2019). Research: Women score higher than men in most leadership skills. Harvard Business Review. https://hbr.org/2019/06/research-women-score-higher-than-men-in-most-leadership-skillsWomen lead in a more democratic or participative manner
Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108, 233-256.van Engen, M., & Willemsen, T. M. (2004). Sex and leadership styles: A meta-analysis of research published in the 1990s. Psychological Reports, 94, 3-18.Women tend to emphasize social values that promote others’ welfare to a greater extent than men
Schwarz, S. H., & Rubel, T. (2005). Sex differences in value priorities: Cross-cultural and multimethod studies. Journal of Personality and Social Psychology, 89, 1010-1028.Women tend to be more transformational than men
Eagly, A. H., Johannesen-Schmidt, M. C., van Engen, M. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591. -
In this episode of @TheScienceofLeadership Tom Collins interviews Dr. Phil Oldham, President of Tennessee Tech University, about the critical role of vision in leadership. Drs. Collins and Oldham discuss how to create a vision, the importance of buy-in, and the impact of timing and culture on successful leadership. Dr. Oldham shares insights from his experience in academia, emphasizing the need for collective vision and the importance of trust and authenticity in leadership. The conversation also highlights practical steps for leaders to effectively communicate and implement their vision.
A distinguished leader in academia, Dr. Oldham holds a PhD in analytical chemistry from Texas A&M and has held key leadership roles, including Chair of the Chemistry Department and Dean at Mississippi State, and Provost at UT Chattanooga. Since becoming Tennessee Tech’s president in 2012, he has led remarkable academic and campus growth. He also serves on the NCAA Presidential Forum and the Tennessee Valley Corridor Board.
Keywords in this episode include leadership, vision, buy-in, organizational culture, timing, trust, authenticity, risk management, collective vision, growth mindset.
Key Takeaways
• Vision is a crucial part of leadership.
• Leaders help define a vision rather than create it.
• Timing is essential for implementing a vision.
• Cultural change in organizations takes time.
• Collective vision can exceed individual expectations.
• Failure is a learning opportunity, not a setback.
• Trust and authenticity are vital in leadership.
• Consistent leadership is necessary for success.
• A clear vision boosts organizational commitment.
• Practical steps are needed to create and communicate a vision.
Sound Bites
• "Vision without action is a pipe dream."
• "Action without vision is a nightmare."
• "You know it's working when it comes back to you."
References
Improved Alignment and Cohesion
• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don’t. HarperCollins, New York.
Increased Performance and Productivity
• Baum, J. R., Locke, E. A., & Kirkpatrick, S. A. (1998). A longitudinal study of the relation of vision and vision communication to venture growth in entrepreneurial firms. Journal of Applied Psychology, 83(1), 43-54.
Increased Creativity and Innovation
• De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behavior. European Journal of Innovation Management, 10(1), 41-64.
Increased Organizational Commitment
• Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21(8), 949-964.
Process for Casting a Vision and Getting Buy-in Start with Purpose & Values
• Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65-77.
Engage Key Stakeholders
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press. Boston.
Craft an Inspiring Vision
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge (6th ed.). Wiley. Hoboken.
Communicate the Vision
• Nanus, B. (1992). Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization. Jossey-Bass. Hoboken.
Show Alignment
• Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday. New York.
Empower the Team
• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire: Manual and Sampler Set. Mind Garden. Redwood City.
Lead by Example
• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217.
Adapt as Needed
• Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business Review Press. Boston
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In this episode of @TheScienceofLeadership, Tom Collins and Harry Travis discuss the importance of identifying and developing future leaders. Tom and Harry discuss the need for leaders to train and develop their bench, those who will replace them. They explore the challenges of measuring and prioritizing leadership development, as well as the importance of preparing individuals for greater leadership roles. They share stories and examples of successful and unsuccessful succession planning in various industries. The conversation highlights the need for leaders to prioritize training their replacements and create a culture of professional development and mentorship.
Harry Travis, MBA has held multiple senior leadership positions with Baxter Healthcare, Cardinal Health, Accredo/Medco, and Aetna. He was the President and CEO of etectRx, Inc, a digital health startup and then joined CVS Caremark as the Senior Vice President, Member Services Operations, where he led over 20,000 associates serving over 110 million enrollees nationwide.
Key concepts in this episode include leadership development, succession planning, training, bench strength, organizational stability, continuity, professional development, and mentorship.
Takeaways
• Identifying and developing future leaders is a crucial responsibility of leaders.
• Training and developing the bench ensures organizational stability and continuity.
• Succession planning creates a strategic advantage for organizations.
• Building a culture of professional development and mentorship is essential for leadership longevity.
• Leaders should have candid conversations with their team members to understand their personal goals and align them with development opportunities.
• Leaders should prioritize training their replacements and make it known to others that they are being groomed for leadership roles.
Key References:
Reasons people don’t train their replacements Fear of Being Replaced
• O’Reilly, C. A., & Pfeffer, J. (2000). Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People. Harvard Business Review Press.
Ego and Identity Tied to Leadership Position
• Campbell, W. K., Goodie, A. S., & Foster, J. D. (2004). Narcissism, confidence, and risk attitude. Journal of Behavioral Decision Making, 17(4), 297-311. Lack of Time and Resources
• Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal of Management Development, 26(3), 239-260.
Perceived Lack of Suitable Candidates
• Ready, D. A., & Conger, J. A. (2007). Make your company a talent factory. Harvard Business Review, 85(6), 68-77.
Organizational Culture
• Garman, A. N., & Glawe, J. (2004). Succession planning. Consulting Psychology Journal: Practice and Research, 56(2), 119-128.
Misaligned Incentives
• Fulmer, R. M., & Conger, J. A. (2004). Growing your company’s leaders: How great organizations use succession management to sustain competitive advantage. AMACOM.
Unclear Transition Plan
• Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within (4th ed.). AMACOM.
Overconfidence in Personal Longevity
• Carucci, R. (2018). Why so many succession plans fail. Harvard Business Review. Reasons leaders should train their replacements
Organizational Continuity and Stability
• Succession Planning: Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within (4th ed.). AMACOM.
• Leadership Pipelines: Charan, R., Drotter, S., & Noel, J. (2011). The Leadership Pipeline: How to Build the Leadership Powered Company (2nd ed.). Wiley. 2.
Strategic Advantage
• Talent Development: Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal of Management Development, 26(3), 239-260.
• Competitive Edge: Kim, S. (2003). Linking employee assessments to succession planning. Public Personnel Management, 32(4), 533-547. 3.
Culture of Empowerment and Mentorship
• Empowering Future Leaders: Day, D. V., & Halpin, S. M. (2004). Growing leaders for tomorrow: An introduction. In Day, D. V., Zaccaro, S. J., & Halpin, S. M. (Eds.), Leader Development for Transforming Organizations (pp. 3-24). Psychology Press.
• Distributed Leadership: Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (5th ed.). Wiley.
Leadership Longevity
• Sustainable Leadership: Hargreaves, A., & Fink, D. (2006). Sustainable Leadership. Wiley.
• Decreased Burnout: Garman, A. N., & Glawe, J. (2004). Succession planning. Consulting Psychology Journal: Practice and Research, 56(2), 119-128. 5.
Organizational Learning
• Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82(1), 150-169.
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In this episode of @TheScienceofLeadership, Tom and Justin discuss the importance of humility in leadership. They define humility as an accurate assessment of one's characteristics, an ability to acknowledge limitations and strengths, and a low self-focus. They share personal examples of individuals who demonstrate humility in their leadership. They also explore why humility is often viewed as a weakness and debunk this misconception by highlighting the positive impact of humility on commitment, trust, creativity, engagement, and more. They provide practical tips for cultivating humility, including self-reflection, seeking feedback, practicing active listening, admitting mistakes, and practicing gratitude.
Key concepts include humility, leadership, character, self-reflection, feedback, active listening, admitting mistakes, and gratitude.
Takeaways
• Humility is an essential characteristic of effective leadership and is interconnected with other leadership qualities such as character, competence, caring, and communication.
• Humility is not a weakness but a strength that fosters trust, psychological safety, and better performance in teams.
• Practical ways to cultivate humility include practicing self-reflection, seeking feedback, practicing active listening, admitting mistakes, and practicing gratitude.
• Humility is important in leadership because it allows leaders to care for others, communicate effectively, and make better decisions.
• Humility is not thinking less of oneself but thinking of oneself less.
Sound Bites
• "Humility is a sneaky trait that we don't talk about."
• "Humility is a multi-dimensional construct comprising an accurate assessment of one's characteristics, an ability to acknowledge limitations and strengths, and a low self-focus."
• "Humility is not thinking less of yourself, but thinking of yourself less."
Key References
Argandoña, A. (2015). Humility in management. Journal of Business Ethics, 132(1), 63-71. https://doi.org/10.1007/s10551-014-2311-8
Kelemen, T. K., Matthews, S. H., & Matusik, S. F. (2022). Revisiting humility: The bright and dark sides of leader humility for employee creativity. Journal of Organizational Behavior, 43(1), 23-39. https://doi.org/10.1002/job.2608
Luo, Y., Zhang, Z., Chen, Q., Zhang, K., Wang, Y., Peng, J (2022). Humble leadership and its outcomes: a meta-analysis. Frontiers in Psychology, 13:980322. https://doi.org/10.3389/fpsyg.2022.980322
Morris, J. A., Brotheridge, C. M., & Urbanski, J. C. (2005). Bringing humility to leadership: Antecedents and consequences of leader humility. Human Relations, 58(10), 1323-1350. https://doi.org/10.1177/0018726705059929
Nielsen, R., Marrone, J. A., & Slay, H. S. (2010). A new look at humility: Exploring the humility concept and its role in socialized charismatic leadership. Journal of Leadership & Organizational Studies, 17(1), 33-43. https://doi.org/10.1177/1548051809350892
Owens, B. P., & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55(4), 787-818. https://doi.org/10.5465/amj.2010.0441
Owens, B. P., Johnson, M. D., & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Academy of Management Journal, 56(4), 1083-1108. https://doi.org/10.1287/orsc.1120.0795
Tangney, J. P. (2000). Humility: Theoretical perspectives, empirical findings and directions for future research. Journal of Social and Clinical Psychology, 19(1), 70-82. https://doi.org/10.1521/jscp.2000.19.1.70
Vera, D., & Rodriguez-Lopez, A. (2004). Strategic virtues: Humility as a source of competitive advantage. Organizational Dynamics, 33(4), 393-408. https://doi.org/10.1016/j.orgdyn.2004.09.006
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In this episode of @TheScienceofLeadership Dr. Collins Dr. Collins talks with retired General Scott Wallace about trust and the dangers of micromanagement in leadership. General Wallace shares insights from his experiences, including the Thunder Runs in Iraq, underscoring the need to trust subordinates and the value of realistic training. He discusses supporting subordinates through mistakes, the importance of communication, and personal involvement in key decisions. They explore the science of trust and its impact on retention, psychological safety, and decision-making. The conversation concludes with advice on hiring well and moving away from micromanagement.
General Wallace is a graduate of the United States Military Academy at West Point and holds three Master’s degrees. During the Vietnam war, he served as an armor officer, and from 2001 to 2003, he was the commanding General of the Army’s Fifth Corps, which included the 2003 invasion of Iraq. In 2005, he became the commanding General of the U.S. Army’s Training and Doctrine Command. He was awarded numerous medals, including a Defense Distinguished Service Medal, a Legion of Merit, and a Bronze Star. Following retirement, he has served on the Board of Directors of Oshkosh Corporation and CACI International.
Key concepts include leadership, trust, training, communication, decision-making, micromanagement, relationships, retention, psychological safety, decision-making, and shared experiences.
Takeaways
• Trust your subordinates and believe that they are fundamentally good people who want to see the organization succeed.
• Tough, realistic training is essential for developing teamwork and a culture of trust within the organization.
• Leaders have a responsibility to create conditions for training and to underwrite the mistakes of their subordinates.
• Communication is crucial in conveying expectations and providing proper guidance and supervision.
• In critical decisions, there are times when the leader personally needs to be involved. Trust is essential in leadership and creates a reciprocal state where trust is extended and returned.
• Trust strengthens relationships, increases retention, fosters psychological safety, and improves decision-making.
• Leaders must trust themselves, create opportunities for training and shared experiences, and identify areas where extra oversight may be necessary.
• Micromanagement is not sustainable in complex organizations and leaders must learn to let go.
• Hiring the right people, training them, and making tough decisions when necessary are key responsibilities of leaders.
Sound Bites
• "Trust your subordinates and believe that they are fundamentally good people who want to see the organization succeed."
• "Tough, realistic training is a glue that binds organizations together and leads to a culture of trust."
• "Leaders have the obligation to create conditions for training and underwrite the mistakes of their subordinates."
• "The leader might need to be personally involved in decisions associated with it."
Key References
• Burke, C. S., Sims, D. E., Lazzara, E. H., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. The Leadership Quarterly.
• Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology.
• Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly. • Covey, S. M. R. (2006). The Speed of Trust. Simon & Schuster.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge. Wiley.
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In this episode of @TheScienceofLeadership, Tom and Justin discuss how effective communication is crucial for leadership; it allows leaders to influence others and achieve common goals. They emphasize the need to understand the message before communicating it and the importance of listening and hearing others. They also discuss practical tips for effective communication, such as considering the audience and adjusting the delivery style. Tom highlights the importance of knowing when to speak and when to let others speak, and the goal of communication being to make the team better and achieve the shared vision.
Key concepts include communication, leadership, influence, clarity, consistency, thinking, emotion, cognitive load, decision-making, self-regulation, understanding, listening, hearing, audience, delivery style, and teams.
Key Takeaways
Clear and consistent communication is crucial for effective leadership.Leaders need to spend time thinking about what they want to say and get it right in their own mind first.Emotion and pride can hinder effective communication, so leaders must manage their impulses and regulate their emotions.Effective communication requires practice and mastery of the message.The science behind communication in leadership emphasizes cognitive load, decision-making processes, and self-regulation. Effective communication in leadership requires understanding the message before communicating it.Listening and hearing others are crucial aspects of communication.Consider the audience and adjust the delivery style accordingly.Know when to speak and when to let others speak.The goal of communication is to make the team better and achieve the shared vision.Sound Bites
"Communication needs to be clear and consistent when we talk about leadership.""If you don't know what you want to say, no one else will know what you are trying to say.""Communication is important in leadership because it is how you influence someone else.""Makes my job easier.""One thing you touched on there, which we've gone a little bit on the other side for this talk, is we've been focusing on understanding it in our own mind before you communicate it.""A lot of people like to say, you have two ears and one mouth. You should be listening at least twice as much as you talk."Key References
Self-regulation and Cognitive Control:
Inzlicht, M., & Schmeichel, B. J. (2012). What is ego depletion? Toward a mechanistic revision of the resource model of self-control. Perspectives on Psychological Science, 7(5), 450-463.Impact of Mindful Speech:
Hülsheger, U. R., Alberts, H. J. E. M., Feinholdt, A., & Lang, J. W. B. (2013). Benefits of mindfulness at work: The role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98(2), 310-325.Prefrontal Cortex and Decision-Making:
Miller, E. K., & Cohen, J. D. (2001). An integrative theory of prefrontal cortex function. Annual Review of Neuroscience, 24(1), 167-202.Communication and Emotional Intelligence:
Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.Cognitive Load and Verbal Communication:
Sweller, J., Ayres, P., & Kalyuga, S. (2011). Cognitive load theory. Springer Science & Business Media. -
In this episode of @TheScienceofLeadership Dr. Collins has a conversation with General Gus Perna about the importance of being responsible and accountable as leaders. General Perna shares insights from his military career, emphasizing the need for leaders to align actions with words, build trust, and lead by example. Reflecting on his experience with Operation Warp Speed, he underscores the importance of prioritizing the mission, building diverse teams, and collaborating effectively. He also offers practical advice on decision-making, time management, and humility in leadership.
During his career in the Army, General Perna commanded soldiers during Operation Iraqi Freedom and later served as Commanding General of the U.S. Army’s Materiel Command, overseeing 190,000 personnel and a $175 billion budget. In 2020, when the United States needed a vaccine to be developed and delivered across the country, he co-led Operation Warp Speed, delivering the COVID-19 vaccine ahead of schedule.
Important concepts covered include leadership, responsibility, accountability, trust, leading by example, Operation Warp Speed, diverse teams, decision-making, time management, and humility.
Key Takeaways
• Leaders must be responsible and accountable for their actions and the outcomes they achieve.
• Leading by example is crucial in building trust and inspiring others to follow.
• Taking responsibility and being accountable can have a significant impact on the success of a mission or organization.
• Violating trust by not being responsible or accountable can undermine leadership effectiveness.
• Maintaining high standards and holding oneself and others accountable is essential for achieving desired outcomes. Leaders must lead by example and be responsible and accountable for their actions and decisions.
• Building diverse teams and leveraging the expertise of others is crucial for success.
• Leaders should ask themselves if a decision is bigger than themselves and their organization before taking action.
• Being willing to delegate and collaborate is essential for effective leadership.
• Humility is a key trait for leaders, as it allows them to learn from others and make better decisions.
• Improving decision-making and organizational performance are positive outcomes of being responsible and accountable.
Key References
• Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.
• Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge. Wiley.
• De Dreu, C. K. W., & West, M. A. (2001). Minority dissent and team innovation: The importance of participation in decision-making. Journal of Applied Psychology, 86(6), 1191-1201.
• Frink, D. D., & Klimoski, R. J. (1998). Toward a theory of accountability in organizations and human resources management. Research in Personnel and Human Resources Management, 16, 1-51.
• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don't.
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On this episode of @TheScienceofLeadership, Tom and Justin discuss the importance of competence in leadership. Competence includes expertise in a field and the skills to lead effectively—both essential for trust, credibility, and team cohesion. Competent leaders drive team performance, cohesion, and retention, as studies show that employees are more likely to stay when they perceive their leaders as capable and supportive. To build competence, leaders can invest in personal development, gain practical experience, and seek mentorship.
Takeaways
• Competence in leadership involves both expertise in a specific field and the ability to lead effectively.
• Competence is crucial for building trust, credibility, and team cohesion.
• Leaders with competence are associated with improved organizational performance and employee satisfaction.
• Continuous learning and growth are essential for leaders to maintain and improve their competence. Competence in leadership is essential for team cohesion, effectiveness, and reducing intent to leave.
• Leaders can become more competent by investing in personal development, gaining practical experience, and seeking mentorship.
• Resources for further learning on competence in leadership include books like 'The Leadership Challenge' and the US Army's leadership field manual.
Key References
• Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765.
• Deci, E. L., Ryan, R. M., & Williams, G. C. (1996). Need satisfaction and the self-regulation of learning. Learning and Individual Differences, 8(3), 165-183.
• Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483.
• Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
• Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.
• Kouzes, J. M., & Posner, B. Z. (2023). The Leadership Challenge, 7th ed. Jossey-Bass, San Francisco.
• The Center for Army Leadership. (2004). The U.S. Army Leadership Field Manual. Department of the Army, Washington, DC.
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In this episode of @TheScienceofLeadership Dr. Collins sits down with renowned General Barry McCaffrey to discuss the powerful impacts that occur when we appreciate those we lead. General McCaffrey shares insights on why recognizing and valuing team members is crucial, the impact of small acts of praise, and the importance of leading from the front. He recalls a Vietnam story illustrating servant leadership, with leaders eating last and going first into battle. Dr. Collins highlights the Four Cs of Leadership—Character, Competence, Caring, and Communication—and how these principles apply across fields. Key themes include appreciation, servant leadership, and recognition.
General McCaffrey is a graduate of the United States Military Academy at West Point, led troops in both the Vietnam and Gulf Wars, and served as the Commander of U.S. Southern Command. He was awarded numerous medals, including two Silver Stars, four Bronze Stars, and three Purple Hearts. Following his retirement from the Army, he served as Director of the Office of National Drug Control Policy under President Clinton. Since that time, he has served on multiple boards of directors for various corporations and non-profits.
Key Takeaways:
• The Importance of Recognition: General McCaffrey emphasizes the need to recognize excellence publicly, a powerful motivator in both military and civilian leadership.
• Servant Leadership in Action: Leadership isn't about personal gain; it's about ensuring your team is well-cared for and valued.
• Tailored Praise: Not everyone wants or needs public recognition. Good leaders understand the preferences of their people and adjust accordingly.
• Character and Competence are Non-Negotiable: Great leaders must be experts in their field and must embody integrity.
• Hard Work is the X-Factor: The willingness to put in the effort consistently sets successful leaders apart.
• Leadership in Large Organizations: Even in massive organizations, it's possible to maintain personal connections and understand individual contributions.
• Fairness vs. Equality: Rewarding everyone equally can be detrimental; recognizing exceptional performers benefits the entire team.
References
Algoe, S. B., Haidt, J., & Gable, S. L. (2008). Beyond reciprocity: Gratitude and relationships in everyday life. Emotion, 8(3), 425-429. https://doi.org/10.1037/1528-3542.8.3.425
Cameron, K. S., & Spreitzer, G. M. (2012). Positive leadership: Strategies for extraordinary performance. San Francisco: Berrett-Koehler
Collins, J. (2001). Good to Great. New York: Harper Business.
Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. New York: Plenum Press. http://dx.doi.org/10.1007/978-1-4899-2271-7
Emmons, R. A., & McCullough, M. E. (2003). Counting blessings versus burdens: An experimental investigation of gratitude and subjective well-being in daily life. Journal of Personality and Social Psychology, 84(2), 377-389. https://doi.org/10.1037/0022-3514.84.2.377
Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews, 12(4), 384-412. https://doi.org/10.1111/j.1468-2370.2009.00270.x
Grant, A. M., & Gino, F. (2010). A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior. Journal of Personality and Social Psychology, 98(6), 946-955. https://doi.org/10.1037/a0017935
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In this episode of @TheScienceofLeadership, Dr. Tom Collins and Dr. Justin Hamrick discuss the importance of character in leadership. They define character as who you are and how you manifest yourself to the world. They explore the dual nature of character, which includes how you interact with yourself and how you interact with others. They emphasize the need for leaders to be able to lead themselves before they can effectively lead others. They also discuss the role of honesty and integrity in leadership and how leaders with good character are more likely to be trusted and followed. They provide practical tips for improving character, such as journaling, seeking accountability, and practicing virtues.
Key ideas covered in this episode include character, leadership, self-awareness, integrity, honesty, virtues, self-discipline, and accountability.
Takeaways
• Character is the bedrock of leadership and encompasses how you manifest yourself to the world.
• Leaders must be able to lead themselves before they can effectively lead others.
• Honesty and integrity are essential virtues for leaders and contribute to trust and followership.
• Improving character requires self-awareness, accountability, and practice of virtues.
• Leaders with good character are more likely to be successful and have a positive impact.
Key References
• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217.
• Ciulla, J. B. (2014). Ethics, the Heart of Leadership (3rd ed.). Praeger.
• Burns, J. M. (1978). Leadership. Harper & Row.
• George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering Your Authentic Leadership. Harvard Business Review, 85(2), 129-138.
• Gini, A. (2004). Ethics and Leadership. Business and Society Review, 109(3), 325-342.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34(1), 89-126.
• Luthans, F., & Avolio, B. J. (2003). Authentic Leadership: A Positive Developmental Approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 241-261). Berrett-Koehler.
• Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142.
• Peterson, C., & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification. Oxford University Press.
Book References
Kouzes, J. M., & Posner, B. Z. (2021). Everyday People, Extraordinary Leadership. Wiley, Hoboken, NJ. ISBN-13: 978-1119687016 Sun-Tzu. (2003). The Art of War (J. Minford, Ed.). Penguin Books. New York. ISBN: 978-0140439199
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In this episode of @TheScienceofLeadership, Dr. Tom Collins and Dr. Justin discuss the importance of character in leadership. They define character as who you are and how you manifest yourself to the world. They explore the dual nature of character, which includes how you interact with yourself and how you interact with others. They emphasize the need for leaders to be able to lead themselves before they can effectively lead others. They also discuss the role of honesty and integrity in leadership and how leaders with good character are more likely to be trusted and followed. They provide practical tips for improving character, such as journaling, seeking accountability, and practicing virtues. Key ideas covered in this episode include character, leadership, self-awareness, integrity, honesty, virtues, self-discipline, and accountability.
Takeaways
Character is the bedrock of leadership and encompasses how you manifest yourself to the world.Leaders must be able to lead themselves before they can effectively lead others.Honesty and integrity are essential virtues for leaders and contribute to trust and followership.Improving character requires self-awareness, accountability, and practice of virtues.Leaders with good character are more likely to be successful and have a positive impact.Key References
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217.Ciulla, J. B. (2014). Ethics, the Heart of Leadership (3rd ed.). Burns, J. M. (1978). Harper & Row.George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering Your Authentic Leadership. Harvard Business Review, 85(2), 129-138.Gini, A. (2004). Ethics and Leadership. Business and Society Review, 109(3), 325-342.Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34(1), 89-126.Luthans, F., & Avolio, B. J. (2003). Authentic Leadership: A Positive Developmental Approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 241-261). Berrett-Koehler.Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership.California Management Review, 42(4), 128-142.Peterson, C., & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification.Oxford University Press.Book Reference
Kouzes, J. M., & Posner, B. Z. (2021). Everyday People, Extraordinary Leadership. Wiley, Hoboken, NJ. ISBN-13: 978-1119687016
Sun-Tzu. (2003). The Art of War (J. Minford, Ed.). Penguin Books. New York. ISBN: 978-0140439199
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In this captivating episode of @TheScienceofLeadership, host Dr. Tom Collins welcomes distinguished military leader General Vince Brooks as they discuss the core principles of servant leadership. General Brooks draws on his military experience, especially in Iraq, to highlight the importance of humility, courage, and leaving a lasting legacy. He shares a powerful story illustrating selflessness and prioritizing the well-being of those you lead. Together, they emphasize that true leadership centers on the team, not the leader, and underscore the role of humility, self-reflection, and continuous learning in inspiring trust and collective success.
General Brooks is a West Point graduate and a veteran of three wars. He led 650,000 personnel as Commander of U.S. Forces Korea, Combined Forces Command, and U.N. Command, and served on the Joint Chiefs of Staff. Highly decorated, his honors include the Army Distinguished Service Medal with three oak leaf clusters and a Bronze Star. Post-retirement, he has joined the boards of several corporations.
Key Takeaways:
Leadership Focus: True leadership is about prioritizing the needs and growth of those you lead, rather than seeking personal glory.Servant Leadership: Exercising servant leadership involves setting an example and subordinating personal interests for the collective good.Humility in Leadership: Humility is crucial in effective leadership; it helps leaders stay grounded and better connect with their teams.Continuous Learning: Great leaders are always open to learning and improving, valuing feedback and reflecting on their experiences.Creating a Legacy: The ultimate success of a leader is measured by the success and growth of their followers.Resources: Connect with General Vince Brooks on LinkedIn | https://www.linkedin.com/in/vincent-brooks-757116189/
United States Military Academy at West Point | https://www.westpoint.edu/
Book References:
"Servant Leadership" by Robert Greenleaf ISBN-13: 978-0809105540
"Leading with a Limp" by Dan Allender ISBN-13: 978-1578569526
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In this engaging episode of @TheScienceofLeadership, host Tom Collins delves into the critical theme of communication in leadership with expert guest Doctor Lori Armstrong. They discuss the power of asking the right questions to enhance communication, build trust, and improve leadership. Drawing from her healthcare executive experience, Dr. Armstrong shares insights and practical advice for leaders, highlighting the role of curiosity, active listening, and fostering a culture of openness. Their conversation blends real-life examples with scientific insights, showing how thoughtful questioning leads to stronger relationships and better organizational outcomes—a must-listen for anyone aiming to improve their communication skills in leadership.
Dr. Armstrong holds a Doctor of Nursing Practice from Drexel University and has led at top institutions like Kaiser Permanente and Stanford. Now CEO and Chief Clinical Officer of Inspire Nurse Leaders, she helps equip nurse leaders for success. She serves on national boards and has received honors like the Silicon Valley Woman of Distinction award.
Key concepts in this episode include communication, leadership, asking the right question, clarity, understanding, care, trust, relationships, growth, critical thinking, problem-solving, clarification, engagement, participation, competence, autonomy, relatedness, relationships, innovation, curiosity, reflective questions, neutrality, timing, solution-oriented questions
Takeaways
Asking the right question leads to clarity of understanding and accurate message delivery.Asking the right question shows that the conversation is important and that the leader cares.Asking the right question can have a profound impact on individuals and their lives.Asking the right question builds trust, strengthens relationships, and creates opportunities for growth. Asking the right questions enhances critical thinking and problem-solving.Asking questions facilitates understanding and clarification, encouraging engagement and participation.Asking questions in a curious and interested manner increases competence, autonomy, and relatedness among team members, fostering stronger relationships and innovation.To become better at asking the right questions, tailor questions to the person and context, be clear and specific, ask open-ended questions, be curious and not judgmental, use reflective questions, ask for clarification when needed, stay neutral, time the question appropriately, ask 'what else?', and ask solution-oriented questions.Key References:
Enhances Critical Thinking and Problem-Solving
Tofel-Grehl, C., & Feldon, D. F. (2013). Cognitive task analysis-based training: A meta-analysis of studies. Journal of Educational Psychology, 105(3), 763–775. DOI: 10.1037/a0033455.Paul, R., & Elder, L. (2006). The Miniature Guide to Socratic Questioning. Foundation for Critical Thinking.Facilitates Understanding and Clarification
Janssen, O. (2005). The role of frustration in communication: A theoretical framework. Academy of Management Review, 30(4), 723–739.Brownell, J. (2012). Listening: Attitudes, Principles, and Skills (5th ed.). Pearson Education.Encourages Engagement and Participation
Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. Plenum Press.Koestner, R., Ryan, R. M., Bernieri, F., & Holt, K. (1984). Setting limits on children's behavior: The differential effects of controlling vs. informational styles on intrinsic motivation and creativity. Journal of Personality, 52(3), 233–248.Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78.Builds Stronger Relationships
Reis, H. T., & Shaver, P. (1988). Intimacy as an interpersonal process. In S. Duck (Ed.), Handbook of Personal Relationships: Theory, Research, and Interventions (pp. 367–389). Wiley.Fosters Innovation
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. - Laat meer zien
