The Science of Leadership

Unveiling the Science of Leadership | Ep. 25 | The Science of Leadership

In this fascinating episode of @TheScienceofLeadership hosts Tom Collins and Justin Hamrick explore the journey of leadership from its historical roots to its current scientific study. They discuss Tom's personal journey into leadership, the evolution of leadership theories, and the importance of psychological principles in effective leadership. The conversation highlights the value of the podcast in providing scientifically-backed insights and practical tools for listeners to enhance their leadership skills. Tom shares his extensive research, including interviews with four-star generals, and introduces the Four Cs of Leadership: character, competence, caring, and communication. The episode concludes with a vision for the future of leadership science and a call to action for listeners to engage with the content.

Key concepts from the episode include leadership, leadership development, character, competence, caring, communication, and personal growth.

Key Takeaways:

• Leadership is about influencing others to achieve a common goal.
• The journey to leadership often begins with self-reflection.
• Studying leadership can provide valuable insights for personal and professional growth.
• Psychology plays a crucial role in understanding effective leadership.
• Effective leadership can lead to a better future for society
• The Science of Leadership podcast aims to deliver scientifically-backed leadership concepts.
• Listeners can expect actionable takeaways from each episode.

Building a Culture of Engagement & Innovation: The HP Way | Ep. 24 | The Science of Leadership

Join us in this insightful episode of @TheScienceofLeadership, as Tom Collins and Alex Cho, President of Personal Systems at Hewlett Packard, delve deep into the critical role that organizational culture plays in effective leadership and overall business success.

They go beyond simply acknowledging the importance of culture, exploring how it influences not only the goals that a company achieves but also the methods and processes used to achieve them. This impact extends to all facets of a business, from fostering a spirit of innovation to cultivating a highly engaged workforce.

Drawing upon the rich legacy of the renowned HP Way and incorporating insights from the work of Edgar Schein, a leading scholar in organizational culture, Alex provides actionable advice on how leaders can actively shape and mold culture through their behaviors and decisions. He emphasizes that leaders must go beyond merely setting goals; they must create an environment that empowers and enables teams to reach their full potential, fostering a culture of collaboration and innovation.

Key Takeaways:

• Leadership and Enablement: Effective leaders don't just dictate; they create the conditions that allow teams to excel and innovate. This involves providing the necessary resources, support, and autonomy.
• Culture as a Cornerstone: Organizational culture isn't just a buzzword; it's a fundamental driver of employee engagement, innovation, and overall business performance. It's the underlying fabric that connects and motivates individuals.
• Leading by Example: Leaders must set the tone for the organization through their actions. They should exemplify the values and behaviors they want to see in their employees, demonstrating what gets accomplished, how it's achieved, and why it matters.
• Shared Values and Assumptions: Successful teams are built on a foundation of shared values and assumptions. These shared beliefs create a sense of unity and purpose, guiding decision-making and behavior.
• Practical Steps to Cultivate Culture: Building a strong culture requires intentional effort. Cho suggests practical steps such as codifying values, creating dedicated time for engagement and team building, and fostering authentic connections among employees.

By understanding the profound impact of organizational culture and taking proactive steps to shape it, leaders can create a high-performing organization that is poised for sustainable success.

References

Brown, A. (1992). Organizational culture: The key to effective leadership and organizational development. Leadership & Organization Development Journal, 13(2), 3–6.

Gerstner, L. V., Jr. (2002). Who says elephants can’t dance?: Inside IBM’s historic turnaround. New York: HarperCollins, p. 182

Harter, J. K., Tatel, C. E., Agrawal, S., Blue, A., Plowman, S. K., Asplund, J., Yu, S. & Kemp, A. (2024). The Relationship Between Engagement at Work and Organizational Outcomes: Q12 Meta-Analysis: 11th Edition. Gallup.

Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109–119.

Schein, E. H. (1992). Organizational Culture and Leadership (2nd ed.). Jossey-Bass.

Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395–404.

Mastering Leadership Paradoxes | Ep. 23 | The Science of Leadership

Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he delves into the complexities of paradoxical thinking in leadership with expert Dr. Marianne Lewis.

The conversation highlights how effective leaders can navigate opposing forces and tensions to foster innovation and growth within their organizations. Dr. Lewis introduces the concept of a paradox mindset, explaining its critical role in balancing contradictions without losing organizational momentum. She provides insights drawn from her research and work with industry leaders like Paul Polman, illustrating how paradoxical thinking can lead to extraordinary success in both financial and social dimensions.

Throughout the episode, key themes revolve around understanding paradoxes in leadership and their psychological underpinnings. Dr. Lewis emphasizes how default either-or thinking limits potential, while a paradox mindset encourages recognizing tensions as catalysts for creativity and learning. They explore the vital interplay between short-term and long-term strategies, as well as the balance between risk and reward, through various organizational examples including Unilever's sustainability initiatives and Toyota's production innovations. This dynamic discussion offers valuable perspectives for leaders keen on advancing their skills in handling complex, multifaceted challenges.

Keywords in this episode include leadership, paradox, innovation, mindset, tensions, paradox mindset, leadership paradoxes, organizational tensions, creative integration, leadership development, how to handle paradoxes in leadership, examples of paradoxical thinking in business, importance of paradox mindset for leaders, ways to thrive in leadership paradoxes, balancing innovation and efficiency in leadership.

Takeaways

• Embracing a paradox mindset as a leader involves seeing tensions as opportunities for learning, creativity, and growth.

• Leaders like Paul Polman at Unilever have successfully used paradoxical thinking to achieve unheard-of feats, such as doubling profits while halving environmental footprints.

• The innate human tendency towards either-or thinking can lead to limited vision and organizational failure in recognizing interconnected challenges.

• Notions like quality vs. cost, risk vs. reward, and innovation vs. efficiency aren't inherently contradictory but require a nuanced, integrative approach.

• Effective leadership melds the strength of command and structure with the compassion and care necessary for long-term success and team trust.

Key References:

• Duckworth, A. (2018). Grit: The Power of Passion and Perseverance. Scribner.
• Dweck, C. S. (2007). Mindset: The New Psychology of Success. Ballantine Books.
• Lewis, M. W. (2000). Exploring paradoxes: Toward a more comprehensive guide. Academy of Management Review, 25(4), 760-776.
• Lipman-Blumen, J. (2006). The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians--and How We Can Survive Them. Oxford University Press. 
• Miron-Spektor, E., Ingram, A., Keller, J., Smith, W. K., & Lewis, M. W. (2017). Microfoundations of organizational paradox: The problem is how we think about the problem. Academy of Management Journal, 61(1), 26-45.
• Smith, W. K., & Lewis, M. W. (2022). Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. Harvard Business Review Press. 
• Syed, M. (2015). Black Box Thinking: Why Most People Never Learn from Their Mistakes—But Some Do. Portfolio.

How to Be Adaptable in Dynamic Environments | Ep. 22 | The Science of Leadership

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.

Building Successful Leadership with Kindness | Ep. 21 | The Science of Leadership

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.

How Leadership Impacts Occupational Burnout | Ep. 20 | The Science of Leadership

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.

The Impact a Mentor Can Have | Ep. 19 | The Science of Leadership

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.

Self-Discipline: A Crucial Part of Leadership Success | Ep. 18 | The Science of Leadership

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 situations

More 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-discipline
• Locke, 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.