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

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

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 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.

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.

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.

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.

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.