The Science of Leadership

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 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!

  1. 4D AGO

    Building and Implementing Real Strategy with Richard Benson-Armer | Ep. 77 | The Science of Leadership

    In this episode of The Science of Leadership, host Tom Collins, MD is joined by Richard Benson-Armer, a former senior partner at McKinsey and veteran Chief Strategy Officer, to strip away the buzzwords and "incantations" surrounding the word strategy. Strategy is often confused with goals, budgets, or wishful thinking, but real strategy is an integrated set of choices designed to position an organization for success in a specific environment. The conversation moves beyond theory into the "hard work" of making deliberate trade-offs. Richard shares high-stakes stories from his career—including the massive pivot of the Thomson Corporation from newspapers to digital media—to illustrate how identifying unique assets and deciding what not to do are the hallmarks of a winning plan. Key topics include: The Strategy Test: Why a strategy isn't a goal like "becoming number one," but a framework for overcoming a specific diagnosis or problem. The Power of "No": Understanding that real strategy requires choosing which profitable activities to abandon in order to focus finite resources. Case Studies in Prescience: How Thomson Reuters and AB InBev utilized market insights and unique competencies to transform from local players into global powerhouses. Solving for Impact: Distinguishing between the intellectual exercise of "solving the problem" and the organizational alignment required to deliver real-world results. The Science of Alignment: Leveraging the research of Michael Porter, Kaplan, and Norton to reinforce positions through coherent activities. A Practical 7-Step Framework: A concrete roadmap for leaders to identify problems, assess landscapes, and communicate strategy relentlessly. "Strategy is not a choice; it’s an imperative." Learn why the most brilliant strategies are often the simplest to explain and how to sharpen your organization’s "ax" to move forward more efficiently.   Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ REFERENCES Eisenhardt, K. M., & Sull, D. (2001). Strategy as simple rules. Harvard Business Review, 79(1), 106–116. Kaplan, R. S., & Norton, D. P. (2008). The execution premium: Linking strategy to operations for competitive advantage. Harvard Business Press. Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Free Press. Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61–78. Rumelt, R. (2011). Good strategy, bad strategy: The difference and why it matters. Crown Currency. Rumelt, R. (2022). The crux: How leaders become strategists. Public Affairs. Shanafelt, T. D., Goh, J., & Sinsky, C. (2017). The role of leadership in physician burnout: A national survey of physician leaders. Mayo Clinic Proceedings, 92(1), 129–146.

    35 min

  2. FEB 17

    See the Person, Not the Position: The Power of Knowing Your People | Ep. 76 | The Science of Leadership

    In this episode of The Science of Leadership, hosts Tom Collins and Justin Hamrick dive into one of the most essential, yet frequently neglected, leadership practices: knowing your people. While it may sound simple, truly knowing those you lead requires time, intentionality, and a commitment to seeing them as human beings rather than just task-producers. The discussion explores why leadership is fundamentally relational, not transactional, and how understanding a team member's personal "story" can transform organizational culture. From tailoring rewards to avoiding the "pizza party" trap, Tom and Justin provide a roadmap for building deep, meaningful connections that drive performance. Key topics include: Defining "Knowing Your People": Breaking it down into three core pillars: understanding their human motivations, the circumstances shaping their performance, and their potential for growth. The "Tell Me Your Story" Method: Tom shares his approach to mentoring, including why he sets aside two hours to listen to a person’s real story—beyond their resume. 🔸Tailored Leadership: Why "uniform" leadership fails and why you must adapt your approach based on whether a team member needs autonomy, encouragement, or a specific type of recognition. The Science of Connection: A look at Leader-Member Exchange (LMX) theory and Self-Determination Theory, which highlight the human need for "relatedness" as a primary performance driver. The Cost of Not Knowing: How failing to understand a team member’s personal circumstances or "love language" at work can lead to burnout and talent loss. Practical Frameworks: Five concrete steps leaders can take on Monday morning to ask better questions, watch for patterns, and follow up effectively. "People remember the moments when they felt seen and valued." Join us as we unpack how to move past the superficial and develop the trust that makes people "walk through walls" for their team. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/   References Chapman, G., & White, P. (2019). The 5 languages of appreciation in the workplace. Northfield Publishing Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/s15327965pli1104_01 Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5 Hersey, P. (1984). The Situational Leader. Center for Leadership Studies. Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training and Development Journal, 23(5), 26–34. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-z Northhouse, P. (2015). Leadership: Theory and practice, 7th ed. SAGE Publications. Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066x.55.1.68 Thompson, G., & Vecchio, R. P. (2009). Situational leadership theory: A test of three versions. The Leadership Quarterly, 20(5), 837–848. https://doi.org/10.1016/j.leaqua.2009.06.014

    31 min

  3. FEB 11

    If Everything is a Crisis, Nothing is a Crisis | Ep. 75 | The Science of Leadership

    In this episode of The Science of Leadership, host Tom Collins welcomes back retired U.S. Navy Admiral Scott Swift, former commander of the U.S. Pacific Fleet. Together, they tackle a fundamental leadership failure: the tendency to treat every operational hiccup as a five-alarm fire. Admiral Swift shares his "don't run, it startles the horses" philosophy, arguing that leaders who thrive on constant firefighting ultimately fail to build sustainable, strategic organizations.   The conversation explores the difference between being a first responder and a strategic leader, emphasizing that true leadership investment must be focused on long-term trajectory rather than day-to-day turbulence.   Key topics include: The Firefighter Trap: Why organizations that focus solely on crisis response eventually lose the ability to focus on fire prevention. The "Why, How, and What": A framework for moving beyond immediate incidents to identify systemic failures. Delegation vs. Responsibility: The critical need to delegate authority down while the leader retains ultimate responsibility. The Science of Stress: How chronic "crisis mode" elevates cortisol, reduces cognitive flexibility, and leads to team burnout. Signal to Noise Ratio: Protecting your team's attention and emotion by maintaining a calm, methodical presence. The Eisenhower Matrix: Using the "urgent vs. important" framework to categorize issues and prevent organizational "brain lock".   "It is so easy to judge because it is so hard to understand." Learn how to step out of the "crisis corner" and start leading with the foresight and composure required for elite operational success.   Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References 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. https://doi.org/10.1016/j.leaqua.2004.09.003 Bligh, M. C., Kohles, J. C., & Meindl, J. R. (2004). Charisma under crisis: Presidential leadership, rhetoric, and media responses before and after the September 11th terrorist attacks. The Leadership Quarterly, 15(2), 211–239. https://doi.org/10.1016/j.leaqua.2004.02.005 McEwen, B. S. (2006). Protective and damaging effects of stress mediators: The good and bad sides of the stress response. Metabolism, 55(2), S20–S23. https://doi.org/10.1016/j.metabol.2005.09.008 Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty (2nd ed.). Jossey-Bass.

    43 min

  4. FEB 3

    Giving the Credit and Taking the Blame: A Leadership Must | Ep. 74 | The Science of Leadership

    In this episode of The Science of Leadership, hosts Tom Collins and Justin Hamrick dive into a deceptively simple principle that separates elite leaders from the rest: giving the credit and taking the blame. While many in leadership positions are quick to do the opposite, high-trust leaders understand that shining the spotlight outward during success and stepping forward during failure is a recipe for team excellence.   The discussion moves from the historical battlefields of D-Day to the modern medical workroom, exploring the psychological and strategic impact of ownership.   Key topics include: The Eisenhower Standard: A look at the two letters General Dwight D. Eisenhower wrote before the D-Day invasion—one praising the troops for success and another accepting sole responsibility for failure. The Science of Ownership: Why taking responsibility isn't just "noble"—it’s backed by research that shows it increases psychological safety, learning, and team adaptability. Trust and Motivation: Examining studies that prove leaders who acknowledge the contributions of others are rated as more trustworthy, ethical, and effective. Leadership in Practice: Tom shares a personal story of defending a trainee against a berating colleague, illustrating how "having the team's back" transforms culture. The Contagion of Behavior: How leadership habits propagate through an organization, either creating a "foxhole mentality" or a culture of self-protection. Strategic Humility: Why four-star generals and admirals view giving credit as a strategic tool to empower people and ensure they feel safe reporting small mistakes before they become disasters.   "What leaders tolerate becomes the culture, but what they celebrate defines the team." Learn four practical habits you can activate on Monday morning to shift your mindset from "me" to "we" and build a team that will walk through walls for you.   Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/   References 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. https://doi.org/10.1016/j.leaqua.2004.09.003 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 Silard, A., Miao, C., Rego, A., Akkan, E., Yoon, D. J., & Qian, S. (2025). Leader expressed humility: A meta-analysis and an agenda for future research. Personality and Individual Differences, 242, 113196. https://doi.org/10.1016/j.paid.2025.113196 OUCI+1   National Archives Website https://www.archives.gov/publications/prologue/2004/summer/ike-two-d-day-messages?_ga=2.99698398.1527088957.1766662958-894264562.1766662958

    26 min

  5. JAN 28

    A Masterclass in Crisis Communication with Sofie Morgan, MD MBA | Ep. 73 | The Science of Leadership

    In this high-stakes episode of The Science of Leadership, host Tom Collins sits down with Dr. Sofie Morgan, an emergency medicine physician and Associate Chief Medical Officer at the University of Arkansas for Medical Sciences. Drawing from her frontline experience in life-and-death scenarios—including managing the influx of victims from a mass shooting—Dr. Morgan reveals the critical communication strategies required when everything is on the line.   The conversation explores how leaders can cut through the "emotional contagion" of a crisis to provide clarity, steadiness, and a clear path forward for their teams.   Key topics include: The Anatomy of Crisis Communication: Why effective messaging must be clear, calm, and succinct to regulate the emotional temperature of the room. Command and Control vs. Trust: Understanding why directive leadership is essential in a crisis, and how it must be built on a foundation of pre-established trust and psychological safety. The "Individual Crisis": How leaders can identify when a team member has "frozen" in the moment and use validation and simple steps to move them back toward action. The Science of Stress: Examining research that shows clear communication can reduce time to intervention by 30% and why individuals instinctively seek authoritative cues under pressure. Practical Crisis Protocols: Concrete steps for leaders, including the "mini-pause," narrating your thought process, and closing the communication loop to ensure verification. The "Cake" Analogy: Why communication is not a "soft skill" or mere icing, but a core ingredient of effective leadership and medical care. Whether you are leading a medical team, a corporate department, or a community organization, this episode provides a scientific and practical roadmap for maintaining order in the face of chaos.   Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Leach, J., & Griffiths, A. (2014). Restriction in cognitive capacity in emergency responders during critical incidents. Ergonomics, 57(11), 1627–1642. https://doi.org/10.1080/00140139.2014.939244 Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734. https://doi.org/10.5465/amr.1995.9508080335 Street, M. H., Thomas, E. J., Patel, M. B., & Boyle, K. B. (2020). Association of rapid response team communication with time to clinical intervention and patient outcomes. JAMA Network Open, 3(11), e2028735. https://doi.org/10.1001/jamanetworkopen.2020.28735

    31 min

  6. JAN 20

    Navigating the Toxic: Strategies for Dealing with Difficult Personalities | Ep. 72 | The Science of Leadership

    In this episode of The Science of Leadership, host Tom Collins and co-host Justin Hamrick tackle one of the most challenging aspects of management: dealing with difficult personalities. From the "brilliant jerk" to the "energy vampire," difficult individuals can erode team cohesion and stall organizational progress. The discussion moves beyond simple vent sessions to explore the psychological underpinnings of why certain people are difficult and, more importantly, how leaders can effectively manage them. Drawing on research and real-world experience, the hosts provide a framework for maintaining your own emotional stability while navigating interpersonal conflict. Key topics include: The Anatomy of a Difficult Personality: Identifying the difference between a high-performer with a "rough edge" and a truly toxic individual who undermines the team. The Cost of Inaction: Why leaders often wait too long to address behavior issues and the devastating impact this has on team morale and productivity. The "Mirroring" Trap: Understanding how difficult people can trigger us into reacting in kind, and how to break the cycle by maintaining professional boundaries. Communication Strategies: Practical tools for having "hard conversations," including focusing on specific behaviors rather than personal attacks. When to Walk Away: Recognizing the point at which a relationship or a team member is beyond repair and the necessity of "getting the wrong people off the bus." Self-Care for Leaders: Strategies for protecting your own mental health and energy when dealing with chronic negativity.   Whether you are dealing with a defensive peer, a disruptive subordinate, or a challenging superior, this episode offers data-driven insights to help you lead through the friction and protect your team’s culture. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ REFERENCES Andersson, L. M., & Pearson, C. M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24(3), 452–471. https://doi.org/10.5465/amr.1999.2202131 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley. Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178–190. https://doi.org/10.5465/1556375 Tepper, B. J., Simon, L., & Park, H. M. (2017). Abusive supervision. Annual Review of Organizational Psychology and Organizational Behavior, 4, 123–152. https://doi.org/10.1146/annurev-orgpsych-041015-062539

    32 min

  7. JAN 13

    How to Bring Brilliant Minds Together with MIT's Chris Dunphy | Ep. 71 | The Science of Leadership

    In this episode of The Science of Leadership, host Tom Collins sits down with MIT's Chris Dunphy to discuss the hidden dynamics of multidisciplinary team success. As systems become more complex, they often exceed the cognitive capacity of any single individual, making effective team cohesion a requirement for survival. The conversation centers on the Allen Curve, a research-backed phenomenon showing that communication frequency drops exponentially once team members are separated by more than 30 meters. Chris explains how "the distance of a hallway" can be as detrimental to collaboration as being in different countries. Key topics include: The Proximity Paradox: Why physical closeness remains the strongest predictor of relationship building and error catching. Social Identity Theory: The transition from individual professional identities (e.g., "I am an engineer") to a collective team identity ("We are the team solving this mission"). The Role of the "Gatekeeper": Identifying the individuals who bridge the gap between internal technical teams and the external world. Defining Success: Why the ultimate measure of a project is the strength of the relationships that remain for the next challenge. Dunphy argues that for a leader, success isn't just about finishing the task—it's about creating a culture where people feel supported, reducing burnout and enabling the team to "circle the wagons" when things go wrong. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Brown, S.-A., Sparapani, R., Osinski, K., Zhang, J., Blessing, J., Cheng, F., Hamid, A., MohamadiPour, M. B., Lal, J. C., Kothari, A. N., Caraballo, P., Noseworthy, P., Johnson, R. H., Hansen, K., Sun, L. Y., Crotty, B., Cheng, Y. C., Echefu, G., Doshi, K., … Investigators, for the C.-O. A. I. I. P. (CAIP) R. T. (2023). Team principles for successful interdisciplinary research teams. American Heart Journal Plus: Cardiology Research and Practice, 32, 100306. https://doi.org/10.1016/j.ahjo.2023.100306 Mitchell, R., & Boyle, B. (2015). Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms. Journal of Organizational Behavior, 36(6), 873–894. https://doi.org/10.1002/job.2009 Patel, M. M., Moseley, T. W., Nia, E. S., Perez, F., Kapoor, M. M., & Whitman, G. J. (2021). Team Science: A Practical Approach to Starting Collaborative Projects. Journal of Breast Imaging, 3(6), 721–726. https://doi.org/10.1093/jbi/wbab034 Simons, M., Goossensen, A., & Nies, H. (2022). Interventions fostering interdisciplinary and inter-organizational collaboration in health and social care; an integrative literature review. Journal of Interprofessional Education & Practice, 28, 100515. https://doi.org/10.1016/j.xjep.2022.100515

    40 min

  8. JAN 7

    Leading in Rough Waters feat. Capt. Darcie Cunningham | Ep. 70 | The Science of Leadership

    In this episode of The Science of Leadership, host Dr. Tom Collins welcomes retired U.S. Coast Guard Captain Darcie Cunningham to explore the critical role of resilience in high-stakes leadership. Drawing from her 24-year military career, Captain Cunningham shares personal stories of professional setbacks and international challenges to illustrate how leaders can not only recover from adversity but adapt to prevent future failures. The conversation bridges the gap between the science of materials—defining resilience as the ability to return to an original state after stress—and the practical application of leadership, where resilience must be followed by meaningful adaptation. Together, they break down data-driven strategies for fostering resilience, including internal strengths like optimism and external supports like mentorship. Key Discussion Points Redefining Resilience: Moving beyond the "material science" definition to a process-oriented leadership model that integrates both recovery and adaptability. The Power of "Being in the Room": Captain Cunningham discusses a pivotal career lesson on building confidence, speaking up even when you might be wrong, and why leaders shouldn't be "potted plants." The Coast Guard: Captain Cunningham reflects on being passed over for a promotion and how she leveraged that moment to demonstrate value through extra initiative. The Ironman: Dr. Collins shares a harrowing story of life-threatening dehydration during a Texas Ironman and how that moment redefined his own capacity for grit. The Scientific Impact: Exploring how resilient leaders create positive psychological climates that buffer teams against burnout and increase follower trust.   Practical Tools for Growth: Data-driven recommendations for cultivating resilience, from improving problem-solving skills to the transformative practice of "listening without seeking to respond." Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/   References Harland, L., Harrison, W., Jones, J. R., & Reiter-Palmon, R. (2005). Leadership Behaviors and Subordinate Resilience. Journal of Leadership & Organizational Studies, 11(2), 2–14. https://doi.org/10.1177/107179190501100202 Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior, 29(2), 219–238. https://doi.org/10.1002/job.507 Luthans, F., Vogelgesang, G. R., & Lester, P. B. (2006). Developing the Psychological Capital of Resiliency. Human Resource Development Review, 5(1), 25–44. https://doi.org/10.1177/1534484305285335 Norman, S., Luthans, B., & Luthans, K. (2005). The Proposed Contagion Effect of Hopeful Leaders on the Resiliency of Employees and Organizations. Journal of Leadership and Organizational Studies, 12(2), 55–64.

    36 min
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About

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!

Information

  • Creator
    Tom Collins
  • Years Active
    2024 - 2026
  • Episodes
    76
  • Rating
    Clean
  • Copyright
    © Copyright 2024 All rights reserved.
  • Show Website
    The Science of Leadership