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 to Create Successful Change with Dr. Richard Boyatzis | Ep 16 | The Science of Leadership

    How to Create Successful Change with Dr. Richard Boyatzis | Ep 16 | The Science of Leadership
    Nov 20 2024

    In this episode of @TheScienceofLeadership Tom Collins interviews renowned leadership and change expert Dr. Richard Boyatzis. Dr. Boyatzis shares his extensive research on leadership and change, emphasizing the importance of emotional intelligence and resonant leadership. He discusses his journey from engineering to psychology, the significance of relationships in leadership, and the practical steps leaders can take to foster change and resilience in their teams. Through case studies and personal anecdotes, Dr. Boyatzis illustrates how effective, resonant leadership is rooted in shared vision, compassion, and the ability to inspire others.

    Dr. Boyatzis earned his bachelors in aeronautics and astronautics at MIT, then his masters and PhD in Social Psychology from Harvard. He is currently a Distinguished University Professor at Case Western Reserve. He is an international authority on emotional intelligence, leadership, and change. His groundbreaking work has shaped how we think about guiding others through change. He has won numerous awards for his work. He has published multiple New York Times bestselling books on leadership and is soon to publish his new book, The Science of Change.

    Key concepts in this episode include leadership, change, emotional intelligence, resonant leadership, intentional change theory, organizational change, leadership development, Dr. Richard Boyatzis, science of change, and leadership strategies.

    Takeaways

    • Leadership is fundamentally about relationships, not just authority.

    • Emotional intelligence plays a crucial role in effective leadership.

    • Resonant leadership fosters a positive emotional climate in organizations.

    • Vision and purpose are essential for motivating teams.

    • Dissonant leadership can lead to disengagement and lack of innovation.

    • Positive emotional contagion can inspire teams to achieve more.

    • Effective leaders focus on development alongside performance.

    • Engagement numbers are higher in organizations that prioritize development.

    • Leaders must reflect on their own motivations to inspire others.

    References

    • Boyatzis, R. (2024). The Science of Change. Oxford, UK: Oxford University Press.

    • Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership. Boston: Harvard Business Review Press.

    • Boyatzis, R. E. (2006). Intentional change theory from a complexity perspective. Journal of Management Development 25(7), 607-623.

    • Boyatzis, R., & McKee, A. (2005). Resonant Leadership. Boston: Harvard Business Review Press.

    • Boyatzis, R., Smith, M., & Van Oosten, E. (2019). Helping People Change. Boston: Harvard Business Review Press.

    • Kotter, J. P. (1996). Leading Change. Boston: Harvard Business Review Press.
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    56 mins
  • Do Men and Women Lead Differently? What Science Says | Ep. 15 | The Science of Leadership

    Do Men and Women Lead Differently? What Science Says | 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

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