The Science of Leadership

Trust, The Currency of Command with Lt. Gen. Doug Gabram | Ep. 82 | The Science of Leadership

In this episode of The Science of Leadership, host Tom Collins sits down with retired Army Lieutenant General Doug Gabram, an Apache aviator who commanded troops from the captain level all the way to a three-star general. Together, they explore why trust is the "fuel for all of life" and the foundational ingredient for building championship teams.

Doug shares deeply personal stories from the battlefield in Iraq and Afghanistan, illustrating the life-and-death difference between implied trust—based on rank and title—and earned trust, which is forged through shared sacrifice and repetition. From the poignant "Bearcat 6" story to the critical decision to trust an international partner in a dangerous city, this conversation provides a raw look at how trust is built, tested, and remembered.

Key topics include:

• Implied vs. Earned Trust: Understanding the transition from trusting a position to trusting the person behind it.
• The "Audio and Video" Match: Why a leader’s actions must align with their words to maintain reliability.
• Distrust as a Force: How the absence of trust isn't neutral, but a driving force that actively erodes relationships and team performance.
• The Four Cs of Trust: How Character, Competence, Caring, and Communication serve as the pillars of reliable leadership.
• The Science of Perception: A look at the Mayer, Davis, and Schoorman model, which identifies Ability, Benevolence, and Integrity as the three keys to being trusted.
• Practical Trust-Building: Five concrete steps leaders can take today to foster a culture of reliability and honesty.

"Do the right thing, the right way, for the right reason—even when it costs you." Tune in to learn how to move your team from "good" to "great" by mastering the most important ingredient in leadership.

 

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

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Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

References

• Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080–1094.
• Cloud, H. (2023). Trust: Knowing when to give it, when to withhold it, how to earn it, and how to fix it when it gets broken in life and business. Worthy Books.
• Collins, T. (2025). The four stars of leadership: Scientifically-derived principles from America’s highest-ranking leaders. Four Star Leaders
• Covey, S.M.R. (2008). The speed of trust: The one thing that changes everything. Free Press.
• 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.
• Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.

Building Relationships as a Strategic Asset | Ep. 81 | The Science of Leadership

In this episode of The Science of Leadership, host Tom Collins and co-host Justin Hamrick dismantle the myth that relationship-building is a "soft" or optional skill in professional environments. 

They argue that leadership is fundamentally relational, and while authority can be granted by a title, true influence is earned through the "space between people."

The discussion explores the intentional effort required to build human connections that act as "self-healing concrete" during times of organizational stress. From the survival story of Sir Ernest Shackleton’s Endurance expedition to modern scientific theories like Leader-Member Exchange (LMX), this episode provides a roadmap for leaders who want to move beyond transactional management and toward true collective greatness.

Key topics include:

• Intentionality Over Accident: Why relationships must be built with the same planning and effort as a civil engineering structure.
• The "Extra" Factor: Why team members only provide discretionary effort when they feel known, valued, and cared for by their leader.
• The Math of Leadership: How building strong relationships allows a leader to access a wider distribution of capability, perspective, and energy.
• High-Quality Connections: The science behind how even brief, positive relational moments can improve team cooperation, learning, and resilience.
• Humility and the Difficult Person: Strategies for connecting with challenging team members by recognizing their intrinsic human value.
• The Relationship Bank: Why strong leaders make emotional deposits long before they need to make "withdrawals" during a crisis.

"You may get their job out of them, but you’ll never get the 'extra' without a relationship." Tune in to learn five practical steps you can take tomorrow to strengthen your team’s relational foundation.

 

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

---

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

References

Dutton, J. E., & Heaphy, E. D. (2003). The power of high-quality connections. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 263–278). Berrett-Koehler.

Lansing, A. (2014). Endurance: Shackleton’s incredible voyage. Basic Books.

Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader-member exchange (LMX) and performance: A meta-analytic review. Personnel Psychology, 69(1), 67–121. https://doi.org/10.1111/peps.12100

Ng, T. W. H., & Sorensen, K. L. (2008). Toward a further understanding of the relationships between perceptions of support and work attitudes: A meta-analysis. Group & Organization Management, 33(3), 243–268. https://doi.org/10.1177/1059601107313307

Stephens, J. P., Heaphy, E., & Dutton, J. E. (2011). High-quality connections. Center for Positive Organizations, Stephen M. Ross School of Business, University of Michigan.

Stranded in Space: How an Astronaut Leads When the Plan Fails | Ep. 80 | The Science of Leadership

In this episode of The Science of Leadership, host Tom Collins is joined by Captain Butch Wilmore, a retired NASA astronaut and Navy test pilot, for a gripping discussion on leading when the original plan no longer fits reality. Capt. Wilmore shares his first-hand account of the Boeing Starliner’s first crewed flight, which transformed from an eight-day test mission into an unplanned eight-month stay aboard the International Space Station (ISS) after critical thruster failures mid-docking.

 

The conversation delves into the concept of sensemaking—the ability to interpret incomplete information and update mental models in high-stakes environments . Butch explains the technical and psychological hurdles of losing four thrusters during rendezvous and how his decades of flight test experience and personal faith allowed him to remain "content" rather than "fretting" when certainty disappeared.

 

Key topics include:

• The Anatomy of a Crisis: A step-by-step breakdown of the Starliner docking challenges and the split-second decisions required to maintain control of the spacecraft.
• The Discipline of Sensemaking: How leaders must resist the urge to move too quickly or too slowly, instead relying on preparation to update their understanding of a changing reality.
• High-Reliability Organizations (HROs): Why successful teams defer to expertise over rank and stay alert to small warning signs before they become catastrophes.
• Emotional Regulation: The importance of maintaining a "calm that spreads" and how personal conviction can replace fear in life-threatening situations.
• The Origin of Decision-Making: Navigating the complex relationship between the crew on the controls and the "army of people" in Mission Control.
• Wings Up: A look back at how the rigor of Tennessee Tech University shaped the determination and "sponge-like" mind required for NASA and flight school.

 

"You can either shift the mindset or you can fret. And what does fretting do? Absolutely no good whatsoever." Tune in to learn how to operate successfully when the timeline is unclear and the consequences are real.

 

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

---

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

References

• DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35(4), 627–647. https://doi.org/10.5465/amr.35.4.zok627
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
• Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Hoboken, NJ: Wiley.
• Klein, G. (1998). Sources of power: How people make decisions. Cambridge, MA: MIT Press.
• Klein, G. (2008). Naturalistic decision making. Human Factors, 50(3), 456–460. https://doi.org/10.1518/001872008X288385
• McChrystal, S. (2015). Team of teams: New rules of engagement for a complex world. New York, NY: Portfolio.
• Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5–39. https://doi.org/10.1177/0149206309347376
• Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications.
• Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed.). San Francisco, CA: Jossey-Bass.

When Consensus is the Enemy of Excellence | 79 | The Science of Leadership

In this episode of The Science of Leadership, host Tom Collins sits down with General Gene Renuart, a retired U.S. Air Force four-star general and former commander of NORAD and NORTHCOM. Together, they tackle a provocative leadership principle that challenges modern organizational norms: Trying to create consensus on everything is doomed to mediocrity.

 

General Renuart argues that while seeking diverse input is essential, requiring total agreement often leads to "regression to the mean," where the best ideas are averaged down into safe, middle-of-the-road solutions. The discussion moves beyond military command to explore why consensus is so alluring—often serving as a way to diffuse responsibility and reduce personal risk—and how it can inadvertently breed "groupthink."

 

Key topics include:

• The Math of Mediocrity: Understanding why "averaging" opinions mathematically moves a team away from peak strategy toward the mean.
• Voice vs. Veto: The critical distinction between giving everyone a voice in the process and giving everyone the power to block progress.
• The Safety Lure: Why leaders often hide behind consensus to avoid being solely accountable for difficult decisions.
• Historical Perspectives: Insights from Alfred Sloan’s cabinet at General Motors and Abraham Lincoln’s leadership during the Civil War.
• The Science of Dissent: Why high-performing teams encourage disagreement before a decision is made and then align completely once a path is chosen.
• Practical Frameworks: Three principles to avoid the consensus trap, including insisting on intentional dissent and being explicit about decision rights.

 

"People don't need to agree with the decision to trust the leader; they need to believe the process was fair and the leader was competent." Tune in to learn how to foster an input-rich environment without sacrificing the boldness required for true success.

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

---

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

 

REFERENCES

Janis, I. L. (1982). Groupthink: Psychological studies of policy decisions and fiascoes (2nd ed.). Houghton Mifflin.

Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.

Kerr, N. L., & Tindale, R. S. (2004). Group performance and decision making. Annual Review of Psychology, 55, 623–655.

Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making. University of Pittsburgh Press.

 

Why "Easy" is the Enemy of High-Performance Teams | Ep. 78 | The Science of Leadership

In this episode of The Science of Leadership, host Tom Collins welcomes back Rob Carter, former CIO of FedEx, for a deep dive into the grit and intentionality required to lead high-performance teams. Moving beyond the "ethereal" side of leadership, Rob shares raw insights from his storied career—including leading global technology through the unprecedented pressures of the COVID-19 pandemic.

 

The conversation centers on the "Burden of Leadership," exploring the difficult reality that high performance is never found in the easy path. Rob discusses the necessity of situational leadership, explaining how even a naturally congenial leader must occasionally "draw the sword" to maintain accountability when stakes are high.

 

Key topics include:

• Intentionality vs. Drift: Why great organizations don't happen by accident and why leadership must be an intentional, non-static act.
• The High-Performance Framework: Rob breaks down the five pillars of elite execution: Purpose (Why), Vision (What), Urgency (When), People (Who), and Framework (How).
• Commander’s Intent: Learning from military constructs to provide clarity without micromanagement, giving teams the space to act within a clear mission objective.
• The "Power of Story": How rewriting your internal narrative can combat imposter syndrome and align your daily actions with the leader you hope to become.
• The 12 O'Clock High Lesson: A famous leadership assignment from FedEx founder Fred Smith that teaches the cost of accountability and the weight of command.
• Intentional Culture: Shifting from "accidental" culture to a "virtuous circle" of People-Service-Profit.

 

"Easy is never a condition of high-performance teams." Join us for a candid look at the hard choices and specific mindset required to lead when the world changes overnight.

 

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

---

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

REFERENCES

Bartlett, S. (Producer), & King, H. (Director). (1949). 12 o’clock high [Film]. 20^th Century Fox.

Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425–445. https://doi.org/10.1037/0021-9010.86.3.425

Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19–43. https://doi.org/10.1146/annurev-orgpsych-032516-113108

Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999

Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7

Loehr, J. (2008). The power of story: Change your story, change your destiny in business and in life. Free Press.

Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta-analytic review. Journal of Applied Psychology, 101(1), 67–104. https://doi.org/10.1037/apl0000047

Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001

Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066X.55.1.68

Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review. Journal of Applied Psychology, 96(5), 1105–1124. https://doi.org/10.1037/a0024137

Building and Implementing Real Strategy with Richard Benson-Armer | Ep. 77 | The Science of Leadership

In this episode of The Science of Leadership, host Tom Collins, MD is joined by Richard Benson-Armer, a former senior partner at McKinsey and veteran Chief Strategy Officer, to strip away the buzzwords and "incantations" surrounding the word strategy. Strategy is often confused with goals, budgets, or wishful thinking, but real strategy is an integrated set of choices designed to position an organization for success in a specific environment.

The conversation moves beyond theory into the "hard work" of making deliberate trade-offs. Richard shares high-stakes stories from his career—including the massive pivot of the Thomson Corporation from newspapers to digital media—to illustrate how identifying unique assets and deciding what not to do are the hallmarks of a winning plan.

Key topics include:

• The Strategy Test: Why a strategy isn't a goal like "becoming number one," but a framework for overcoming a specific diagnosis or problem.
• The Power of "No": Understanding that real strategy requires choosing which profitable activities to abandon in order to focus finite resources.
• Case Studies in Prescience: How Thomson Reuters and AB InBev utilized market insights and unique competencies to transform from local players into global powerhouses.
• Solving for Impact: Distinguishing between the intellectual exercise of "solving the problem" and the organizational alignment required to deliver real-world results.
• The Science of Alignment: Leveraging the research of Michael Porter, Kaplan, and Norton to reinforce positions through coherent activities.
• A Practical 7-Step Framework: A concrete roadmap for leaders to identify problems, assess landscapes, and communicate strategy relentlessly. "Strategy is not a choice; it’s an imperative."

Learn why the most brilliant strategies are often the simplest to explain and how to sharpen your organization’s "ax" to move forward more efficiently.

 

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

---

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

REFERENCES

Eisenhardt, K. M., & Sull, D. (2001). Strategy as simple rules. Harvard Business Review, 79(1), 106–116.

Kaplan, R. S., & Norton, D. P. (2008). The execution premium: Linking strategy to operations for competitive advantage. Harvard Business Press.

Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Free Press.

Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61–78.

Rumelt, R. (2011). Good strategy, bad strategy: The difference and why it matters. Crown Currency.

Rumelt, R. (2022). The crux: How leaders become strategists. Public Affairs.

Shanafelt, T. D., Goh, J., & Sinsky, C. (2017). The role of leadership in physician burnout: A national survey of physician leaders. Mayo Clinic Proceedings, 92(1), 129–146.

 

See the Person, Not the Position: The Power of Knowing Your People | Ep. 76 | The Science of Leadership

In this episode of The Science of Leadership, hosts Tom Collins and Justin Hamrick dive into one of the most essential, yet frequently neglected, leadership practices: knowing your people. While it may sound simple, truly knowing those you lead requires time, intentionality, and a commitment to seeing them as human beings rather than just task-producers.

The discussion explores why leadership is fundamentally relational, not transactional, and how understanding a team member's personal "story" can transform organizational culture. From tailoring rewards to avoiding the "pizza party" trap, Tom and Justin provide a roadmap for building deep, meaningful connections that drive performance.

Key topics include:

• Defining "Knowing Your People": Breaking it down into three core pillars: understanding their human motivations, the circumstances shaping their performance, and their potential for growth.
• The "Tell Me Your Story" Method: Tom shares his approach to mentoring, including why he sets aside two hours to listen to a person’s real story—beyond their resume. 🔸Tailored Leadership: Why "uniform" leadership fails and why you must adapt your approach based on whether a team member needs autonomy, encouragement, or a specific type of recognition.
• The Science of Connection: A look at Leader-Member Exchange (LMX) theory and Self-Determination Theory, which highlight the human need for "relatedness" as a primary performance driver.
• The Cost of Not Knowing: How failing to understand a team member’s personal circumstances or "love language" at work can lead to burnout and talent loss.
• Practical Frameworks: Five concrete steps leaders can take on Monday morning to ask better questions, watch for patterns, and follow up effectively.

"People remember the moments when they felt seen and valued." Join us as we unpack how to move past the superficial and develop the trust that makes people "walk through walls" for their team.

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

---

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

 

References

Chapman, G., & White, P. (2019). The 5 languages of appreciation in the workplace. Northfield Publishing

Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/s15327965pli1104_01

Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999

Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons.

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5

Hersey, P. (1984). The Situational Leader. Center for Leadership Studies.

Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training and Development Journal, 23(5), 26–34.

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-z

Northhouse, P. (2015). Leadership: Theory and practice, 7^th ed. SAGE Publications.

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066x.55.1.68

Thompson, G., & Vecchio, R. P. (2009). Situational leadership theory: A test of three versions. The Leadership Quarterly, 20(5), 837–848. https://doi.org/10.1016/j.leaqua.2009.06.014

If Everything is a Crisis, Nothing is a Crisis | Ep. 75 | The Science of Leadership

In this episode of The Science of Leadership, host Tom Collins welcomes back retired U.S. Navy Admiral Scott Swift, former commander of the U.S. Pacific Fleet. Together, they tackle a fundamental leadership failure: the tendency to treat every operational hiccup as a five-alarm fire. Admiral Swift shares his "don't run, it startles the horses" philosophy, arguing that leaders who thrive on constant firefighting ultimately fail to build sustainable, strategic organizations.

 

The conversation explores the difference between being a first responder and a strategic leader, emphasizing that true leadership investment must be focused on long-term trajectory rather than day-to-day turbulence.

 

Key topics include:

• The Firefighter Trap: Why organizations that focus solely on crisis response eventually lose the ability to focus on fire prevention.
• The "Why, How, and What": A framework for moving beyond immediate incidents to identify systemic failures.
• Delegation vs. Responsibility: The critical need to delegate authority down while the leader retains ultimate responsibility.
• The Science of Stress: How chronic "crisis mode" elevates cortisol, reduces cognitive flexibility, and leads to team burnout.
• Signal to Noise Ratio: Protecting your team's attention and emotion by maintaining a calm, methodical presence.
• The Eisenhower Matrix: Using the "urgent vs. important" framework to categorize issues and prevent organizational "brain lock".

 

"It is so easy to judge because it is so hard to understand." Learn how to step out of the "crisis corner" and start leading with the foresight and composure required for elite operational success.

 

Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!

---

Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.

To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/

References

Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004).
Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823. https://doi.org/10.1016/j.leaqua.2004.09.003

Bligh, M. C., Kohles, J. C., & Meindl, J. R. (2004).
Charisma under crisis: Presidential leadership, rhetoric, and media responses before and after the September 11th terrorist attacks. The Leadership Quarterly, 15(2), 211–239. https://doi.org/10.1016/j.leaqua.2004.02.005

McEwen, B. S. (2006).
Protective and damaging effects of stress mediators: The good and bad sides of the stress response. Metabolism, 55(2), S20–S23. https://doi.org/10.1016/j.metabol.2005.09.008

Weick, K. E., & Sutcliffe, K. M. (2007).
Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed.). Jossey-Bass.