• The Science of Leadership

  • 著者： Tom Collins
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The Science of Leadership

著者： Tom Collins
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  • 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 will range from one-on-one interviews with experts to discussions between the host and co-host. All episodes will be 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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  • The Strength of Humility in Leadership | Ep. 12 | The Science of Leadership

    The Strength of Humility in Leadership | Ep. 12 | The Science of Leadership
    2024/10/22

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

    The Power of Trusting Those You Lead with General Scott Wallace | Ep. 11 | The Science of Leadership
    2024/10/15
    In this episode of @TheScienceofLeadership Dr. Collins is joined by General Scott Wallace U.S. Army (Ret.) for a discussion on the importance of trust in leadership and the challenges of 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. General Wallace shares his leadership lessons on trust and the importance of training. He recounts the story of the Thunder Runs during the invasion of Iraq, highlighting the need to trust subordinates and the value of tough, realistic training. He emphasizes that leaders must create conditions for training and underwrite the mistakes of their subordinates. General Wallace also discusses the importance of communication and the leader's personal involvement in critical decisions. He shares a personal story of a failed deep attack mission and reflects on the lessons learned. The conversation also explores the science behind trust and its positive effects on relationships, retention, psychological safety, and decision-making. General Wallace emphasizes the need for leaders to trust themselves, create opportunities for training and shared experiences, and identify areas where extra oversight may be necessary. The conversation concludes with a discussion on hiring the right people and the importance of letting go of micromanagement. 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." Chapters 00:00 Introduction 01:16 The Power of Trusting Your Subordinates 14:29 The Importance of Tough, Realistic Training 21:51 Creating Conditions for Training and Underwriting Mistakes 25:37 The Crucial Role of Communication in Leadership 33:32 The Leader's Personal Involvement in Critical Decisions 34:19 The Importance of Trust in Leadership 35:20 Lessons Learned from a Failed Deep Attack Mission 48:30 The Science Behind Trust and its Positive Effects 53:42 Building Trust: Trusting Yourself and Others 59:21 Letting Go of Micromanagement 01:03:03 Hiring the Right People and Making Tough Decisions 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.
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    58 分
  • Get It Right In Your Own Mind First: Communication | Ep. 10 | The Science of Leadership

    Get It Right In Your Own Mind First: Communication | Ep. 10 | The Science of Leadership
    2024/10/08
    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. The cover how clear and consistent communication is essential for leaders to convey their message and ensure that everyone understands their vision. 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. The science behind communication in leadership emphasizes the importance of cognitive load, decision-making processes, and self-regulation. Effective communication requires practice and mastery of the message, so leaders can deliver it clearly and consistently. In this conversation, Tom and Justin discuss the importance of effective communication in leadership. 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." Chapters 00:00 The Importance of Clear and Consistent Communication in Leadership 03:09 Getting It Right in Your Own Mind: The Key to Effective Communication 06:13 Managing Emotion and Pride for Effective Communication 19:21 The Science Behind Communication in Leadership 25:09 Practice and Mastery: The Path to Effective Communication 31:33 The Importance of Understanding the Message 34:24 The Power of Listening and Hearing 38:38 Practical Tips for Effective Communication 44:18 Knowing When to Speak and When to Listen 51:18 The Goal of Communication: Making the Team Better 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.
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    58 分

あらすじ・解説

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 will range from one-on-one interviews with experts to discussions between the host and co-host. All episodes will be 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.
社会科学 マネジメント 経済学 個人的成功 科学
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