In this episode of @TheScienceofLeadership , host Tom Collins explores the profound connection between sleep and leadership with eminent sleep researcher Dr. Phil Gehrman. The conversation delves into how proper rest influences decision-making, innovation, and the overall well-being of leaders. With fascinating anecdotes and empirical studies, this episode reveals what most leaders overlook — the critical role sleep plays in sustaining effective leadership.

Dr. Phil Gehrman unpacks the science of sleep and its underestimated importance in cognitive function, emotional regulation, and leadership skills. Throughout the discussion, Dr. Gehrman challenges the misconception that sleep is a passive state, emphasizing instead that it is a highly active process crucial for mental health and performance.

The episode highlights topics such as the ideal amount of sleep, the distinction between sleep quantity and quality, and the vital importance of rest periods for leaders. By leveraging groundbreaking studies and personal experiences, listeners gain valuable insights into the practical steps necessary for maximizing sleep quality.

Key Takeaways:

🔸Active Sleep Process: Sleep is an active, restorative process, not a passive one — essential for cognitive recovery and long-term memory consolidation.

🔸Individual Sleep Needs: The average adult needs 7-8 hours of sleep, but individual needs may vary; quality of sleep is as crucial as quantity.

🔸Impact on Leadership: Insufficient sleep adversely affects executive functions crucial for leadership, like decision-making and impulse control.

🔸Importance of Consistency: Routine sleep schedules, coupled with intentional rest periods during the day, significantly enhance sleep quality and leadership efficacy.

🔸Sleep Deprivation Study: Lack of sleep contributes to impaired performance over time and hinders an individual's ability to assess their own cognitive degeneration.

Key References:

Bian, W., Biswas, R. K., Ahmadi, M. N., et al. (2025). Dose-response associations of device-measured sleep regularity and duration with incident dementia in 82391 UK adults. BMC Public Health, 25(1), 516.

Carney, C. E., Manber, R., & Bootzin, R. (2009). Quiet your mind and get to sleep: Solutions to insomnia for those with depression, anxiety, or chronic pain. New Harbinger.

Gottesman, R. F., Lutsey, P. L., Benveniste, H., et al. (2024). Impact of sleep disorders and disturbed sleep on brain health: A scientific statement from the American Heart Association. Stroke, 55(3), e61-e76.

Howard, C., Mukadam, N., Hui, E. K., & Livingston, G. (2024). The effects of sleep duration on the risk of dementia incidence in short and long follow-up studies: A systematic review and meta-analysis. Sleep Medicine, 124, 522-530.

Mayer, G., Frohnhofen, H., Jokisch, M., Hermann, D. M., & Gronewold, J. (2024). Associations of sleep disorders with all-cause McI/dementia and different types of dementia: Clinical evidence, potential pathomechanisms, and treatment options: A narrative review. Frontiers in Neuroscience, 18, 1372326.

Olsen, O. K., Pallesen, S., Torsheim, T. & Espevik, R. (2016). The effect of sleep deprivation on leadership behaviour in military officers: an experimental study. Journal of Sleep Research, 25(6), 683–689.

Palpatzis, E., Bass, N., Jones, R., & Mukadam, N. (2022). Longitudinal association of apolipoprotein E and sleep with incident dementia. Alzheimer’s & Dementia: The Journal of the Alzheimer’s Association, 18(5), 888-898.

Sen, A., & Tai, X. Y. (2023). Sleep duration and executive function in adults. Current Neurology and Neuroscience Reports, 23(11), 801-813.

In this enlightening episode of @TheScienceofLeadership , host Tom Collins delves into the nuanced world of leadership coaching alongside seasoned expert David Parks.

Collins, drawing from his experience as both a beneficiary and provider of leadership coaching, guides the conversation to explore the profound impact that executive coaching can have on leadership development. Whether it is overcoming obstacles or crafting strategies for success, this episode emphasizes how leadership coaches, like David Parks, act as mirrors, offering leaders an opportunity for self-reflection and growth.

The discussion moves into the transformative power of coaching in organizations, as highlighted by David Parks' exemplary work. From practical insights into the coaching process to anecdotes about reducing physician burnout and enhancing team performance, this episode is packed with actionable strategies for aspiring and seasoned leaders alike. Parks adeptly outlines the characteristics of a successful coaching relationship, contrasting it with mentorship and consultancy, and shares the importance of building trust and creating a space for authentic transformation. These themes are crucial for understanding how a strategic approach to coaching can result in robust leadership and organizational success.

Key Takeaways:

🔸The Value of Coaching: Leadership coaching provides a behavioral mirror that enhances self-awareness, helps leaders identify blind spots, and encourages effective action to achieve organizational goals.

🔸Transformative Impact: Successful coaching requires a shift from purely corrective (remedial) coaching to developmental coaching, focusing on drawing out the inherent potential in leaders.

🔸Practical Application: David Parks highlights the necessity for coaching models that are customized and practical, eschewing overly formulaic approaches in favor of addressing the unique needs of each leader.

🔸Real-Life Success Stories: Implementing coaching strategies led to significant outcomes, such as reducing symptoms of physician burnout at Mayo Clinic by 23% and increasing quality of life scores, demonstrating measurable business impact.

🔸Authenticity and Communication: Great leadership derives from authenticity, honesty, and the ability to inspire through effective communication—a recurring theme underscored by Parks.

🌐More information about David Parks | Circle Up Coaching | http://www.circleupcoaching.com

References

International Coaching Federation. (2024). Global coaching study. https://coachingfederation.org/research/global-coaching-study

Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249–277.

Montgomery, B. L. (1961). The Path to Leadership. G. P. Putnam’s Sons.

Parker‐Wilkins, V. (2006). Business impact of executive coaching: demonstrating monetary value. Industrial and Commercial Training, 38(3), 122–127.

Schlosser, B., Steinbrenner, D., Kumata, E. & Hunt, J. (2007). The Value of Executive Coaching. The International Journal of Coaching in Organizations, 1, 140–157.

Thompson, G. (2020). The Master Coach. Select Books.

Waterman, R. H., & Peters, T. J. (2006). In Search of Excellence. Harper Business.

The journey to becoming an effective leader is underpinned by preparation, anticipation, and attention to the legacy of impact. Admiral Michael Rogers' conversation with Tom Collins on the @TheScienceofLeadership podcast reveals profound lessons rooted in military leadership that resonate beyond the battlefield and into the fabric of organizational success.

Rogers brings to light his approach to leadership honed over decades, emphasizing the importance of thorough preparation in achieving strategic objectives and ensuring mission completion.

Rogers discusses the nuances of effective preparation, highlighting how the anticipation of uncertainties plays a crucial role in mission success. He shares powerful stories from his military past, particularly an experience that shaped his understanding of leadership and preparation in high-pressure environments. The episode delves into the mindset required for leading teams to success, exploring how preparation translates into performance and touches on Rogers' belief in the power of confidence, humility, and truthfulness in transformative leadership. Utilizing lessons from extensive military service, Rogers provides actionable insights into inspiring team readiness and implementing strategic foresight, applicable across various fields beyond the military.

Key Takeaways:

🔸Preparation is integral to leadership, acting as a predictor and enabler of success.

🔸 Rogers emphasizes learning from past failures to drive future readiness and mission efficacy.

🔸Team trust and confidence are built through honest communication and preparedness.

🔸The anticipation of adversarial actions can make strategic operations more effective.

🔸Humility and confidence are critical traits of successful leaders, ensuring adaptability in crises.

References

• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don’t.
• Gollwitzer, P. M., & Sheeran, P. (2006). Implementation Intentions and Goal Achievement: A Meta-analysis of Effects and Processes. Advances in Experimental Social Psychology.
• Klein, G. (2007). Performing a Project Pre-mortem. Harvard Business Review.
• Phillips, D. T., & Loy, J. M. (2008). The Architecture of Leadership: Preparation Equals Performance. Naval Institute Press.

Join us on this episode of the @TheScienceofLeadership podcast, as host Tom Collins sits down with renowned leadership expert Jim Kouzes to explore the deeply relational aspect of leadership. Emphasizing the heart of leadership, specifically through Kouzes' and Barry Posner's concept of "Encouraging the Heart," this conversation delves into how expressing appreciation and recognizing individual contributions are essential components for successful leadership.

In this engaging dialogue, Jim Kouzes shares powerful stories and empirical data that illustrate how "Encouraging the Heart" is vital for fostering a high-performing team and driving engagement. From defining exemplary leadership practices to recounting historical figures like President John F. Kennedy and the principles they embodied, Kouzes brings to life the transformative power of caring in leadership.

This episode is filled with actionable insights for leaders eager to harness the potential of encouragement to elevate their organizational culture and accomplish higher performance levels.

Key Takeaways:

🔸Leadership is fundamentally about relationships, and its quality determines the engagement level.

🔸"Encouraging the Heart" involves recognizing individual contributions and celebrating collective successes.

🔸Acknowledging and appreciating employees significantly boosts engagement and drives productivity.

🔸Personalizing recognition efforts and storytelling are key components of impactful leadership.

🔸Setting clear standards and expectations while spreading an attitude of caring can radically transform an organization's morale and effectiveness.

References

Amabile, T. M., Schatzel, E. A., Moneta, G. B. & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5–32.

Avolio, B. J. & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.

Fredrickson, B, L. (2001). The role of positive emotions in positive psychology. The broaden-and-build theory of positive emotions. The American Psychologist, 56(3), 218-226.

Kouzes, J. M. & Posner, B. Z. (2003). Encouraging the Heart: A Leader’s Guide to Rewarding and Recognizing Others. Jossey-Bass.

Kouzes, J. M. & Posner, B. Z. (2023). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (7th ed.). Jossey-Bass.

Wang, X.-H. (Frank) & Howell, J. M. (2010). Exploring the Dual-Level Effects of Transformational Leadership on Followers. Journal of Applied Psychology, 95(6), 1134–1144.

In this engaging episode of the @TheScienceofLeadership podcast, host Tom Collins welcomes esteemed guest General Frank Grass, former Commanding General of the U.S. National Guard, to discuss the pivotal role of delegation in effective leadership. General Grass draws from his extensive military experience to offer insightful perspectives on why delegation is not just beneficial but essential for successful leadership. This episode provides listeners with valuable insights into the core principles that distinguish exceptional leaders and pinpoint how delegation can significantly impact team dynamics and outcomes.

Through the conversation, General Grass underscores the importance of knowing one's strengths and limits, prioritizing tasks that truly require a leader's attention, and empowering team members by delegating responsibilities appropriately. Rich with real-world examples from his military career, General Grass highlights strategic thinking, trust-building, and clear communication as core aspects of effective delegation. The discussion extends to practical advice on embracing delegation to prevent burnout, foster innovation, and enhance team collaboration, making this a compelling episode for leaders seeking to enhance their delegation skills.

Key Takeaways:

🔸Understand Yourself: Recognize your management style and be aware of your strengths and limitations as a leader to facilitate better delegation.

🔸Set Clear Expectations: Clearly define tasks and communicate the mission effectively to those you delegate to ensure alignment and understanding.

🔸Empower with Trust: Delegate authority and trust your team members to make decisions while retaining responsibility for overall outcomes.

🔸Navigate Modern Challenges: Consider the impact of current communications technologies and rapid information dissemination on decision-making and delegation.

🔸Prioritize Strategic Thinking: Delegate operational tasks to maintain focus on strategic priorities and empower yourself with time for critical thinking and planning.

Key References:

• Blunden, H. & Steffel, M. (2023). The downside of decision delegation: When transferring decision responsibility incurs interpersonal costs. Organizational Behavior and Human Decision Processes, 176, 104251.
• Blunden, H. & Steffel, M. (2024). How to Delegate Decision-Making Strategically. Harvard Business Review. www.hbr.org
• De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behavior. European Journal of Innovation Management, 10(1), 41–64.
• Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628.
• Drescher, G. (2017). Delegation outcomes: Perceptions of leaders and follower’s satisfaction. Journal of Managerial Psychology, 32(1), 2-15.
• Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
• Finkelstein, S. (2016). Superbosses Aren’t Afraid to Delegate Their Biggest Decisions. Harvard Business Review. www.hbr.org
• Martell, R. F., & DeSmet, A. L. (2001) A diagnostic-ratio approach to measuring beliefs about the leadership abilities of male and female managers.Journal of Applied Psychology, 86(6), 1223-1231.
• Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422.
• Schriesheim, C. A., Neider, L. L. & Scandura, T. A. (1998). Delegation and Leader-Member Exchange: Main Effects, Moderators, and Measurement Issues. Academy of Management Journal, 41(3), 298–318.
• Sloof, R. & Siemens, F. A. von. (2021). Effective leadership and the allocation and exercise of power in organizations. The Leadership Quarterly, 32(4), 101277.
• Sostrin, J. (2017). To Be a Great Leader, You Have to Learn How to Delegate Well. Harvard Business Review. www.hbr.org
• Yukl, G. A. (2010). Leadership in Organizations (7th ed.). Prentice Hall.

In this episode of The Science of Leadership, Drs. Tom Collins and Justin Hamrick explore the often-overlooked role of fun in effective leadership. They discuss how incorporating fun into leadership can boost morale, strengthen relationships, and improve performance. The conversation includes definitions of fun in the workplace, real-life examples of leaders who successfully integrate fun into their teams, and the neuroscience behind how fun fosters connections. Tom and Justin also provide practical tips for leaders to create fun and engaging work environments while maintaining professionalism and respect.

Key Takeaways

• Fun boosts morale and strengthens relationships.
• Incorporating fun into leadership can improve performance.
• Fun in the workplace is not about being irresponsible.
• Leaders should be the butt of the joke, not their team.
• Humor can be a powerful tool for connection.
• Fun can help teams navigate challenging situations.
• Authenticity is key when incorporating fun into leadership.
• Recognizing individual talents can foster a fun environment.
• Fun can lead to greater innovation and productivity.
• Building relationships through fun prepares teams for tough times.

References

Karl, K., & Harland, L. (2005). What’s fun and what’s not: An examination of age, gender difference, and attitudes toward fun activities at work. Proceedings from the Midwest Academy of Management, Chicago, IL

Kringelbach, M. L. & Berridge, K. C. (2010). The Neuroscience of Happiness and Pleasure. Social Research, 77(2), 659–678.

Lamm, E., & Meeks, M.D. (2009). Workplace fun: the moderating effects of generational differences. Employee Relations, 31(6), 613-631.

Oswald, A. J., Proto, E., & Sgroi, D. (2015) Happiness and productivity. Journal of Labor Economics, 33(4), 789-822.

Petelczyc, C. A., Capezio, A., Wang, L., Restubog, S. L. D. & Aquino, K. (2018). Play at Work: An Integrative Review and Agenda for Future Research. Journal of Management, 44(1), 161–190.

Ruangkanjanases, A. & Chen, C. (2019). Attitude, job satisfaction, and task performance of Thai millennial employees toward workplace fun. International Journal of Research in Business and Social Science (2147- 4478), 8(5), 113–122.

Yang, F. R. & Chen, C.-H. V. (2023). Having fun! The role of workplace fun in enhancing employees’ creative behaviors in Chinese work settings. Heliyon, 9(3), e14597.

Start with purpose, but not just any purpose. Understand the core of being "on-purpose" rather than "purpose-driven."

Join Tom Collins on this episode of the @TheScienceofLeadership podcast as he delves into the transformative power of "on-purpose leadership" with Kevin McCarthy.

This enlightening episode unravels the concept of "on-purpose" leadership, contrasting it with popular notions of being "purpose-driven." Kevin McCarthy shares his unique insights on understanding and harnessing one's innate purpose, which he likens to spiritual DNA, to lead with clarity and effectiveness. He presents a different perspective that challenges traditional views, emphasizing the importance of responding to our inner calling and aligning it with organizational goals.

Throughout the episode, Kevin McCarthy discusses the critical role purpose plays in enhancing organizational performance and personal fulfillment. Using real-life examples, he demonstrates how aligning one's personal purpose with the organization leads to increased engagement, innovation, and overall well-being. The conversation touches on key themes like the importance of knowing one's identity, the dangers of misidentification, and how purpose can act as a guiding light through adversity. Whether you're a leader seeking to inspire your team or someone on a personal journey to discover your calling, this episode provides valuable insights and practical tips for integrating purpose into leadership and daily life.

Key Takeaways:

🔸Purpose is a critical component of effective leadership, serving as a guiding force for both individuals and organizations.

🔸True purpose is innate and should not be equated with roles or titles; it's about responding to an internal calling.

🔸Aligning personal purpose with organizational goals enhances engagement, productivity, and overall organizational performance.

🔸Identifying and living by one's purpose can lead to longer, more fulfilling lives, as shown by studies linking purpose to increased longevity.

🔸Understanding and nurturing the purpose of those you lead fosters a supportive and innovative workplace environment.

IN THIS EPISODE

0:00 | Exploring Purpose-Driven Leadership and Its Innate Nature

8:34 | Purpose-Driven Leadership and Its Impact on Perception

14:42 | Aligning Personal Purpose With Organizational Mission for Success 20:58 | Discovering Purpose Beyond Professional and Social Roles

26:02 | The Impact of Purpose on Longevity and Organizational Success

30:05 | Identity Versus Identifiers in Defining Purpose

38:53 | Purpose as a Guiding Light Through Adversity

References

Center for Creative Leadership. (2024). Purpose in Leadership: Why & How. https://www.ccl.org/articles/leading-effectively-articles/purpose-in-leadership-why-how/?utm_source=chatgpt.com

Deloitte. (2015). Becoming irresistible: A new model for employee engagement. https://www2.deloitte.com/us/en/insights/deloitte-review/issue-16/employee-engagement-strategies.html

George, B., & Sims, P. (2007). True North: Discover Your Authentic Leadership. Jossey-Bass.

Hill, P. L., & Turiano, N. A. (2014). Purpose in Life as a Predictor of Mortality Across Adulthood. Psychological Science, 25(7), 1482-1486.

McCarthy, K. W. (2012). The On-Purpose Business Person: Doing More of What You Do Best More Profitably. On-Purpose Publishing.

McCarthy, K. W. (2017). Chief Leadership Officer: Increasing Wealth So Everyone Profits. On-Purpose Publishing.

Rey, C., Bastons, M. & Sotok, P. (Eds.). (2019). Purpose-driven Organizations: Management Ideas for a Better World. Palgrave MacMillen.

Ribeiro, M. F., Costa, C. G. d., & Ramos, F. R. (2024). Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context. Administrative Sciences, 14(7), 148.

Sinek, S. (2011). Start With Why: How Great Leaders Inspire Everyone to Take Action. Portfolio.

Sisodia, R. S., Wolfe, D. B., & Sheth, J. N. (2007). Firms of Endearment: How World-Class Companies Profit from Passion and Purpose. Prentice Hall.

In this episode of @TheScienceofLeadership , host Tom Collins is joined by U.S. Navy Admiral (ret.) Scott Swift, who shares his expertise on the pivotal role of calculated risk in leadership, drawing from his vast naval experience, including serving as the Commander of the U.S. Pacific Fleet.

With a career handling high-stakes situations, Admiral Swift discusses the significance of embracing uncertainty as a resource, which is crucial for innovation and progress within any organization. This episode dives into the dynamics of risk as it relates to organizational learning and success, providing listeners with practical insights on how to reevaluate their approach to risk in leadership.

Admiral Swift elucidates that successful organizations often conceive risk as an integral part of their culture rather than a liability, a mindset particularly evident in startups. Throughout the conversation, he shares valuable lessons from his illustrious career, illustrating how calculated risk-taking can yield significant benefits. Tom and Admiral Swift also discuss the often-overlooked correlation between risk and learning, underscoring the necessity for leaders to foster a culture where risk facilitates growth and innovation. The episode offers a compelling narrative on transforming the apprehension surrounding risk into a strategic advantage, a shift critical in today’s competitive landscapes.

Key Takeaways:

🔸Successful organizations view risk as a resource rather than a liability, embracing it as essential to achieving their goals.

🔸Calculated risks are crucial for fostering high-velocity learning and sparking innovation within organizations.

🔸 Leaders must balance risk-taking with ensuring psychological safety to unlock their team’s full potential.

🔸It is vital for leaders to reframe failure as a part of the learning process and not as a setback.

🔸Understanding the context and relevance of risk is key for leaders aiming to drive organizational growth and stay competitive.

References

De Dreu, C. K., & West, M. A. (2001). "Minority dissent and team innovation." Journal of Applied Psychology, 86(6), 1191-1201.

Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383.

Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons.

Tversky, A., & Kahneman, D. (1981). The framing of decisions and the psychology of choice. Science, 211, 453–458.