The Science of Leadership

By: Tom Collins
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  • Summary

  • The Science of Leadership is the podcast for listeners who want to build their leadership capabilities, providing valuable knowledge, insightful perspectives, and inspiring stories from expert leaders across various fields. The episodes range from one-on-one interviews with experts to discussions between the host and co-host. All episodes are supported by the latest scientific research in leadership, psychology, and other pertinent fields. Whether you’re an aspiring business leader, a healthcare professional, a community leader, or someone passionate about personal growth, our podcast is designed to equip you with the skills and wisdom needed to lead with confidence and impact. Join us on this journey to become a better leader and make a difference in your world!
    Copyright 2024 All rights reserved.
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Economics Management Personal Success Science Social Sciences
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Episodes
  • How Gender Affects Leadership with Dr. Stefanie Johnson | Ep. 15 | The Science of Leadership

    How Gender Affects Leadership with Dr. Stefanie Johnson | Ep. 15 | The Science of Leadership
    Nov 12 2024
    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-skills Women 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.
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    53 mins
  • Making Your Leadership Vision a Reality | Ep. 14 | The Science of Leadership

    Making Your Leadership Vision a Reality | Ep. 14 | The Science of Leadership
    Nov 5 2024

    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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    41 mins
  • The Strategic Advantage of Training Your Replacement | Ep. 13 | The Science of Leadership

    The Strategic Advantage of Training Your Replacement | Ep. 13 | The Science of Leadership
    Oct 29 2024
    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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    41 mins

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