The Science of Leadership

The Strategic Advantage of Training Your Replacement with Harry Travis, MBA | Ep. 13 | The Science of Leadership

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.

The Strength of Humility in Leadership | Ep. 12 | The Science of Leadership

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

 

The Power of Trusting Those You Lead with General Scott Wallace | Ep. 11 | The Science of Leadership

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.

Get It Right In Your Own Mind First: Communication | Ep. 10 | The Science of Leadership

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.
  
  

Being Responsible & Accountable as a Leader with Gen. Gus Perna | Ep. 9 | The Science of Leadership

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.

What It Takes to Get the Job Done: Competence | Ep. 8 | The Science of Leadership

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.

The Power of Appreciating People with Gen. Barry McCaffrey | Ep. 7 | The Science of Leadership

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

The Must Have for Successful Leadership: Character | Ep. 4 | The Science of Leadership

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