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.

In this episode of @TheScienceofLeadership podcast, host Tom Collins engages with U.S. Air Force General Ed Rice to explore the leadership principle of focusing on "doing only what only you can do."

The discussion kicks off with General Rice emphasizing the importance of leaders evaluating and empowering their team members by providing responsibility and challenging opportunities for growth. The conversation underscores the significance of leaders dedicating their time to charting the course for the organization rather than being engulfed in tasks that could be delegated.

Diving deeper into leadership dynamics, General Rice shares pivotal anecdotes from his career, providing listeners with real-world insights on when and how to intervene as a leader effectively. The conversation highlights the necessity for leaders to delegate appropriately, ensuring organizational efficiency and empowering subordinates.

General Rice elaborates on understanding the different roles within an organization and maintaining an optimal balance between responsibility, accountability, and authority. His discussion with Tom Collins offers listeners actionable advice on overcoming the pitfalls of micromanagement and avoiding the trap of reverting to familiar tasks rather than leading strategically.

Key Takeaways:

🔸Leaders should focus on tasks that only they can do to effectively guide the organization, setting clear directions and strategies. 🔸Delegating duties to capable team members promotes empowerment and accountability while fostering a healthy organizational culture.

🔸Understanding personal strengths and harnessing the potential of subordinates are crucial for successful leadership.

🔸Time management and prioritizing important tasks over mere busyness can significantly impact leadership effectiveness.

🔸Leaders have a unique role in knowing when to bend rules thoughtfully, demonstrating flexibility and strategic decision-making.

In this Episode:

0:00 | Intro

5:32 | Leadership and Communication During Military Crises

10:10 | Balancing Leadership and Delegation for Effective Team Management

16:34 | Effective Leadership Through Prioritization and Time Management

22:10 | Leadership Decisions in Crisis Management and Delegation

27:41 | Sears' Diversification Mistake and Its Impact on Their Success

33:58 | Aligning Responsibility, Authority, and Accountability in Leadership

39:22 | Leadership Insights: Rule Followers, Risk Takers, and Empowerment

References

Blunden, H. & Steffel, M. (2024). How to Delegate Decision-Making Strategically. Harvard Business Review. www.hbr.org

Mathebula, B. & Barnard, B. (2020). The Factors of Delegation Success: Accountability, Compliance and Work Quality. Expert Journal of Business and Management, 8(1), 76–97.

Mathieu, J. E., Gilson, L. L. & Ruddy, T. M. (2006). Empowerment and Team Effectiveness: An Empirical Test of an Integrated Model. Journal of Applied Psychology, 91(1), 97–108. https://doi.org/10.1037/0021-9010.91.1.97

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. https://doi.org/10.5465/256909

Sostrin, J. (2017). To Be a Great Leader, You Have to Learn How to Delegate Well. Harvard Business Review. www.hbr.org

Zhang, X., Qian, J., Wang, B., Jin, Z., Wang, J. & Wang, Y. (2017). Leaders’ Behaviors Matter: The Role of Delegation in Promoting Employees’ Feedback-Seeking Behavior. Frontiers in Psychology, 08, 920. https://doi.org/10.3389/fpsyg.2017.00920

Welcome to the Science of Leadership, where host Tom Collins delves into the transformative power of positivity and resilience with former marathoner and professional cyclist Leah Thorvilson.

This episode uncovers Leah's incredible journey from an elite marathon career to overcoming debilitating injuries and reinventing herself as a professional cyclist. Through personal anecdotes and professional insights, Leah shares how setbacks can be transformed into setups for success, highlighting the critical role of resilience in leadership and personal growth.

In this riveting episode, Leah provides a behind-the-scenes look at the challenges she faced when an injury ended her running career. Instead of succumbing to disappointment and despair, she pivoted to cycling. Through the power of positivity and grit, Leah won Zwift Academy's worldwide competition to earn a spot on the premier women's professional cycling team, and she did so at the age of 37, a rarity in an age-dominated field. Tom and Leah discuss the concepts of post-traumatic growth and positive psychology, demonstrating how leaders can harness adversity to foster team innovation, trust, and resilience. This discussion underscores the essential mindset and strategies leaders need to cultivate an environment where everyone can thrive.

Key Takeaways:

🔸Resilience and positivity are essential qualities for leaders and individuals facing adversity; they can transform setbacks into opportunities for growth.

🔸Leah's journey from running to professional cycling highlights the power of adaptability and why it's crucial to seek new opportunities.

🔸Embracing challenges with a positive mindset can lead to greater morale, creativity, and performance within teams and organizations.

🔸Leaders who model optimism and gratitude foster psychological safety and enhance team engagement and productivity.

🔸Trust your intuition and remain open to unexpected opportunities that can redefine your personal and professional trajectory.

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.

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.

Join us on the latest episode of the @TheScienceofLeadership podcast, where host Tom Collins welcomes the esteemed U.S. Coast Guard Admiral (ret.) Thad Allen.

In today’s fast-paced and unpredictable world, crisis management stands as an indispensable skill, especially for leaders steering the helm. Admiral Thad Allen, a revered figure known for his exemplary crisis management during Hurricane Katrina and the Deepwater Horizon oil spill, shared his insights into the anatomy of crisis management, offering an insightful look at how transformational leadership can make or break a response to disaster.

Allen underscores the critical importance of understanding and defining the problem at hand. He notes, "Problem definition, what really needs to be done, and what are the outcomes you're trying to achieve are critically important."

Admiral Allen’s experience reveals that effective crisis management often entails acting swiftly, yet strategically. This is particularly evident when he stated, “You need to assign a professional, the best expert you can, to run and manage the response. And then you need to run the country.” This highlights the necessity for leaders to engage the right expertise to navigate the crisis while maintaining their overarching responsibilities.

By sharing anecdotes from his storied career, he paints a picture of leadership that is pragmatic yet deeply empathetic. This episode also examines the intricacies of communication in crisis management, detailing the necessity of transparency, accountability, and strategic planning. Listeners will come away with actionable insights into adopting a crisis-ready leadership style and the crucial role preparation plays in leading through uncertainty.

Key Takeaways:

🔸Lifelong Learning: Crisis management requires the accumulation of diverse experiences and continuous learning to adapt effectively. Transparency and Accountability: Trust and honest communication with the public are vital during crises.

🔸Preparation and Planning: Engaging in comprehensive planning helps build readiness and resilience, even when the exact nature of a crisis is unknown.

🔸Transformational Leadership: Emotional intelligence and the ability to build cohesive teams are essential for effective crisis response.

🔸Leadership Separation: Leaders must delineate roles, focusing on both operational execution and political leadership, to navigate complex emergencies.

Key References:

Al Thani, F. B. H., & Obeidat, A. M. (2020). The impact of strategic leadership on crisis management. International Journal of Asian Social Science, 10(6), 307–326.

Bowers, M. R., Hall, J. R., & Srinivasan, M. M. (2017). Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management. Business Horizons, 60(4), 551–563.

Coombs, W. T. (2014). State of crisis communication: Evidence and the bleeding edge. Research Journal of the Institute for Public Relations, 1(1).

Farazmand, A. (2009). Hurricane Katrina, the crisis of leadership, and chaos management: Time for trying the ‘surprise management theory in action’. Public Organization Review, 9(4), 399-412.

Kapucu, N., & Ustun, Y. (2018). Collaborative crisis management and leadership in the public sector. International Journal of Public Administration, 41(7), 548–561.

Parsons, W. (1996). Crisis management. Career Development International, 1(5), 26–28.

Senge, P. (1990). The Fifth Discipline: The Art and Practice of The Learning Organization. Double Day.

Wisittigars, B., & Siengthai, S. (2019). Crisis leadership competencies: The facility management sector in Thailand. Facilities, 37(13/14), 881–896.

As leaders, mastering your current battlespace provides credibility and brings the team along. Dive into our latest discussion with General Gene Renuart for impactful insights. In this engaging episode of the @TheScienceofLeadership podcast, host Tom Collins is joined by an esteemed guest, General Gene Renuart, who explores the paramount importance of understanding and mastering the "battlespace" as a leader.

General Renuart shares his wealth of experiences from various high-stakes military operations and offers practical lessons for leaders operating in both military and corporate environments. His insights provide a compelling narrative that intertwines strategic military concepts with leadership practices applicable across different sectors.

Throughout the discussion, General Renuart emphasizes the significance of becoming an expert in your current role to lead effectively, referencing the necessity of battlespace knowledge in Afghanistan and how a lack of understanding impacted operations. Key themes include the value of empathy, technical skills, and credibility in leadership. These are underscored by anecdotes from Renuart's career, illustrating the power of preparedness and adaptability. The episode offers listeners actionable strategies to better navigate complexities in leadership roles, making it a crucial listen for those striving to elevate their leadership capabilities.

Keywords in this episode include leadership, battlespace, credibility, expertise, psychology, leadership principles, military leadership, leadership skills, organizational culture, leadership challenges, importance of mastering battlespace, leadership in complex environments, psychological aspects of leadership, learning from military leadership, and understanding organizational dynamics.

Key Takeaways:

🔸Understanding and mastering the battle space is critical for leadership effectiveness and success.

🔸Learning from history and seeking expertise in new environments helps prevent past errors from repeating.

🔸Leaders must focus on their current role, ensuring mastery of relevant skills to enhance credibility and foster team commitment.

🔸Maintaining empathy, taking less desirable tasks, and technical proficiency are essential qualities for inspiring teams.

🔸Asking the "what if" questions is vital to prepare for uncertainties and mitigate risks.

CHAPTERS

0:00 | Intro

6:30 | Leadership, Psychology, and Battle Space Expertise in Military Success

15:32 | Challenges of Western Intervention in Afghanistan Post-1989

29:49 | The Consequences of Misjudging Professional Relationships

36:25 | Becoming an Expert in Your Leadership Battle Space

45:52 | Leadership Challenges in Business and Academia

53:57 | The Importance of Asking What If Questions in Decision Making

1:00:27 | Mastering Leadership Through Credibility, Empathy, and Skill Development

References

• Endsley, M. R. (1995). Toward Situation Awareness in Dynamic Systems. Human Factors, 37(1), 32-64.

• Kahneman, D., & Klein, G. (2009). Conditions for intuitive expertise: A failure to disagree. American Psychologist, 64(6), 515–526.

• Klein, G. (1999). Sources of Power: How People Make Decisions. Cambridge: MIT Press

• Lord, R. G., & Hall, R. J. (2005). Identity, deep structure, and the development of leadership skill. The Leadership Quarterly, 16(4), 591-615.

• 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.