In this episode of @TheScienceofLeadership Tom Collins interviews Dr. Phil Oldham, President of Tennessee Tech University, about the critical role of vision in leadership.

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.

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.

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 has a conversation with General Gus Perna about the importance of being responsible and accountable as leaders.

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. In this podcast, General Perna emphasizes the need for leaders to lead by example and ensure that their actions align with their words. General Perna shares stories from his military career that illustrate the importance of taking responsibility and being accountable for the outcomes. He also highlights the role of trust in effective leadership and the impact of violating that trust. Overall, the episode emphasizes the significance of remaining responsible and accountable in order to build trust and lead effectively. General Perna discusses his experience leading Operation Warp Speed and the importance of being responsible and accountable in challenging situations. He emphasizes the need to think beyond oneself and the organization and focus on the greater mission. General Perna also highlights the value of building diverse teams and leveraging the expertise of others. He shares practical advice for leaders, including asking if a decision is bigger than oneself and the organization, and being willing to delegate and collaborate. The conversation concludes with insights on decision-making, time management, and the importance of humility. 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.

Chapters

00:00 Introduction

02:13 Being Responsible and Accountable as Leaders

09:23 Taking Responsibility and Giving Credit

18:11 The Importance of Maintaining High Standards

25:07 Leading by Example and Building Trust

29:58 Achieving Success through Responsibility and Accountability

36:11 Maintaining Standards in Challenging Environments

37:03 Leading with Responsibility and Accountability

38:05 Leading Operation Warp Speed

41:39 Overcoming Challenges in Distribution

44:31 Checking Egos at the Door

48:53 The Importance of Humility

52:07 Positive Effects of Responsibility and Accountability

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, Tom and Justin discuss the importance of competence in leadership. Competence is defined as having the knowledge, skills, and abilities to accomplish something successfully and efficiently. There are two forms of competence in leadership: expertise in a specific field and competence in leading. While expertise is important, it is not enough to be a successful leader. Competence in leading involves the ability to get things done and lead effectively. Competence is crucial for building trust, credibility, and team cohesion. It is also associated with improved organizational performance and employee satisfaction. Competence is a crucial aspect of leadership that impacts team cohesion, effectiveness, and intent to leave. Studies have shown that teams led by competent leaders are more cohesive and effective. Additionally, employees are more likely to stay with an organization when they perceive their leaders as competent and supportive. To become more competent as a leader, individuals can invest in personal development through formal and informal pathways, gain practical experience, and seek mentorship. Resources for further learning include books like 'The Leadership Challenge' and the US Army's leadership field manual. Key concepts in this episode include competence, leadership, expertise, knowledge, skills, abilities, success, efficiency, trust, credibility, team cohesion, organizational performance, employee satisfaction, effectiveness, employee intent to leave, personal development, practical experience, and 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.

Chapters

00:00 Defining Competence in Leadership

02:00 Two Forms of Competence in Leadership

06:28 The Relationship Between Expertise and Competence

07:07 Competence as a Requirement for Good Leadership

09:01 Competence in Leading vs. Competence in a Specific Field

13:04 Continuous Learning and Growth for Leaders

14:29 The Dunning-Kruger Effect and Overestimating Competence

22:41 The Importance of Competence in Leadership

25:02 Competence and Organizational Performance

26:10 Competence Builds Trust and Credibility

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.

In this episode of @TheScienceofLeadership Dr. Collins sits down with General Barry McCaffrey to discuss the powerful impacts that occur when we appreciate those we lead.

General McCaffrey is a graduate of the United States Military Academy at West Point, led troops in both the Vietnam and Gulf Wars, and served as the Commander of U.S. Southern Command. He was awarded numerous medals, including two Silver Stars, four Bronze Stars, and three Purple Hearts. Following his retirement from the Army, he served as Director of the Office of National Drug Control Policy under President Clinton. Since that time, he has served on multiple boards of directors for various corporations and non-profits.

General McCaffrey shares profound insights on why appreciating and recognizing your team is essential for leadership success, how small acts of praise can make a big difference, and why fairness doesn't always mean equality. They explore concepts like the importance of leading from the front, recognizing star performers, and the challenges of large-scale organizations.

General McCaffrey shares a compelling story from his time in Vietnam about the importance of leaders eating last and being first in battle, embodying servant leadership at its core. Dr. Collins highlights the Four Cs of Leadership—Character, Competence, Caring, and Communication—and how they apply across industries, from military to healthcare. Key concepts in this episode include appreciation, servant leadership, character, competence, and recognition.

Key Takeaways:

• The Importance of Recognition: General McCaffrey emphasizes the need to recognize excellence publicly, a powerful motivator in both military and civilian leadership.

• Servant Leadership in Action: Leadership isn't about personal gain; it's about ensuring your team is well-cared for and valued.

• Tailored Praise: Not everyone wants or needs public recognition. Good leaders understand the preferences of their people and adjust accordingly.

• Character and Competence are Non-Negotiable: Great leaders must be experts in their field and must embody integrity.

• Hard Work is the X-Factor: The willingness to put in the effort consistently sets successful leaders apart.

• Leadership in Large Organizations: Even in massive organizations, it's possible to maintain personal connections and understand individual contributions.

• Fairness vs. Equality: Rewarding everyone equally can be detrimental; recognizing exceptional performers benefits the entire team.

Chapters

00:00 Introduction to Leadership Recognition

00:45 Welcome and Guest Introduction

02:20 The Importance of Appreciation in Leadership

05:32 Techniques for Conveying Value

07:47 Contextual Praise and Recognition

09:06 Challenges in Recognizing Excellence

20:03 The Role of Hard Work in Leadership

33:12 The Impact of Personal Touch in Leadership

37:35 General McCaffrey's Leadership Story

41:48 Conclusion and Final Thoughts

References

Algoe, S. B., Haidt, J., & Gable, S. L. (2008). Beyond reciprocity: Gratitude and relationships in everyday life. Emotion, 8(3), 425-429. https://doi.org/10.1037/1528-3542.8.3.425

Cameron, K. S., & Spreitzer, G. M. (2012). Positive leadership: Strategies for extraordinary performance. San Francisco: Berrett-Koehler

Collins, J. (2001). Good to Great. New York: Harper Business.

Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. New York: Plenum Press. http://dx.doi.org/10.1007/978-1-4899-2271-7

Emmons, R. A., & McCullough, M. E. (2003). Counting blessings versus burdens: An experimental investigation of gratitude and subjective well-being in daily life. Journal of Personality and Social Psychology, 84(2), 377-389. https://doi.org/10.1037/0022-3514.84.2.377

Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews, 12(4), 384-412. https://doi.org/10.1111/j.1468-2370.2009.00270.x

Grant, A. M., & Gino, F. (2010). A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior. Journal of Personality and Social Psychology, 98(6), 946-955. https://doi.org/10.1037/a0017935