The Science of Leadership – Détails, épisodes et analyse

In this episode of @TheScienceofLeadership, Dr. Tom Collins and Dr. Justin discuss the importance of character in leadership. They define character as who you are and how you manifest yourself to the world. They explore the dual nature of character, which includes how you interact with yourself and how you interact with others. They emphasize the need for leaders to be able to lead themselves before they can effectively lead others. They also discuss the role of honesty and integrity in leadership and how leaders with good character are more likely to be trusted and followed. They provide practical tips for improving character, such as journaling, seeking accountability, and practicing virtues. Key ideas covered in this episode include character, leadership, self-awareness, integrity, honesty, virtues, self-discipline, and accountability.

Takeaways

• Character is the bedrock of leadership and encompasses how you manifest yourself to the world.
• Leaders must be able to lead themselves before they can effectively lead others.
• Honesty and integrity are essential virtues for leaders and contribute to trust and followership.
• Improving character requires self-awareness, accountability, and practice of virtues.
• Leaders with good character are more likely to be successful and have a positive impact.

Key References

• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217.
• Ciulla, J. B. (2014). Ethics, the Heart of Leadership (3rd ed.).
• Burns, J. M. (1978). Harper & Row.
• George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering Your Authentic Leadership. Harvard Business Review, 85(2), 129-138.
• Gini, A. (2004). Ethics and Leadership. Business and Society Review, 109(3), 325-342.
• 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.
• Luthans, F., & Avolio, B. J. (2003). Authentic Leadership: A Positive Developmental Approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 241-261). Berrett-Koehler.
• Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142.
• Peterson, C., & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification. Oxford University Press.

Book Reference

Kouzes, J. M., & Posner, B. Z. (2021). Everyday People, Extraordinary Leadership. Wiley, Hoboken, NJ. ISBN-13: ‎ 978-1119687016

Sun-Tzu. (2003). The Art of War (J. Minford, Ed.). Penguin Books. New York. ISBN: 978-0140439199

In this captivating episode of @TheScienceofLeadership, host Dr. Tom Collins welcomes distinguished military leader General Vince Brooks as they discuss the core principles of servant leadership. General Brooks draws on his military experience, especially in Iraq, to highlight the importance of humility, courage, and leaving a lasting legacy. He shares a powerful story illustrating selflessness and prioritizing the well-being of those you lead. Together, they emphasize that true leadership centers on the team, not the leader, and underscore the role of humility, self-reflection, and continuous learning in inspiring trust and collective success.

General Brooks is a West Point graduate and a veteran of three wars. He led 650,000 personnel as Commander of U.S. Forces Korea, Combined Forces Command, and U.N. Command, and served on the Joint Chiefs of Staff. Highly decorated, his honors include the Army Distinguished Service Medal with three oak leaf clusters and a Bronze Star. Post-retirement, he has joined the boards of several corporations.

Key Takeaways:

• Leadership Focus: True leadership is about prioritizing the needs and growth of those you lead, rather than seeking personal glory.
• Servant Leadership: Exercising servant leadership involves setting an example and subordinating personal interests for the collective good.
• Humility in Leadership: Humility is crucial in effective leadership; it helps leaders stay grounded and better connect with their teams.
• Continuous Learning: Great leaders are always open to learning and improving, valuing feedback and reflecting on their experiences.
• Creating a Legacy: The ultimate success of a leader is measured by the success and growth of their followers.

Resources: Connect with General Vince Brooks on LinkedIn | https://www.linkedin.com/in/vincent-brooks-757116189/

United States Military Academy at West Point | https://www.westpoint.edu/

Book References:

"Servant Leadership" by Robert Greenleaf ISBN-13:‎ 978-0809105540

"Leading with a Limp" by Dan Allender ISBN-13:‎ 978-1578569526

In this engaging episode of @TheScienceofLeadership, host Tom Collins delves into the critical theme of communication in leadership with expert guest Doctor Lori Armstrong. They discuss the power of asking the right questions to enhance communication, build trust, and improve leadership. Drawing from her healthcare executive experience, Dr. Armstrong shares insights and practical advice for leaders, highlighting the role of curiosity, active listening, and fostering a culture of openness. Their conversation blends real-life examples with scientific insights, showing how thoughtful questioning leads to stronger relationships and better organizational outcomes—a must-listen for anyone aiming to improve their communication skills in leadership.

Dr. Armstrong holds a Doctor of Nursing Practice from Drexel University and has led at top institutions like Kaiser Permanente and Stanford. Now CEO and Chief Clinical Officer of Inspire Nurse Leaders, she helps equip nurse leaders for success. She serves on national boards and has received honors like the Silicon Valley Woman of Distinction award.

Key concepts in this episode include communication, leadership, asking the right question, clarity, understanding, care, trust, relationships, growth, critical thinking, problem-solving, clarification, engagement, participation, competence, autonomy, relatedness, relationships, innovation, curiosity, reflective questions, neutrality, timing, solution-oriented questions

Takeaways

• Asking the right question leads to clarity of understanding and accurate message delivery.
• Asking the right question shows that the conversation is important and that the leader cares.
• Asking the right question can have a profound impact on individuals and their lives.
• Asking the right question builds trust, strengthens relationships, and creates opportunities for growth. Asking the right questions enhances critical thinking and problem-solving.
• Asking questions facilitates understanding and clarification, encouraging engagement and participation.
• Asking questions in a curious and interested manner increases competence, autonomy, and relatedness among team members, fostering stronger relationships and innovation.
• To become better at asking the right questions, tailor questions to the person and context, be clear and specific, ask open-ended questions, be curious and not judgmental, use reflective questions, ask for clarification when needed, stay neutral, time the question appropriately, ask 'what else?', and ask solution-oriented questions.

Key References:

Enhances Critical Thinking and Problem-Solving

• Tofel-Grehl, C., & Feldon, D. F. (2013). Cognitive task analysis-based training: A meta-analysis of studies. Journal of Educational Psychology, 105(3), 763–775. DOI: 10.1037/a0033455.
• Paul, R., & Elder, L. (2006). The Miniature Guide to Socratic Questioning. Foundation for Critical Thinking.

Facilitates Understanding and Clarification

• Janssen, O. (2005). The role of frustration in communication: A theoretical framework. Academy of Management Review, 30(4), 723–739.
• Brownell, J. (2012). Listening: Attitudes, Principles, and Skills (5th ed.). Pearson Education.

Encourages Engagement and Participation

• Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. Plenum Press.
• Koestner, R., Ryan, R. M., Bernieri, F., & Holt, K. (1984). Setting limits on children's behavior: The differential effects of controlling vs. informational styles on intrinsic motivation and creativity. Journal of Personality, 52(3), 233–248.
• 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.

Builds Stronger Relationships

• Reis, H. T., & Shaver, P. (1988). Intimacy as an interpersonal process. In S. Duck (Ed.), Handbook of Personal Relationships: Theory, Research, and Interventions (pp. 367–389). Wiley.

Fosters Innovation

• Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.

In this enlightening episode of @TheScienceofLeadership, Dr. Tom Collins speaks with Lieutenant General Mark Hertling about applying military leadership principles in healthcare. General Hertling shares insights from his military career and experience in physician leadership development, highlighting self-assessment, communication, and influence. He discusses understanding team members’ motivations, aligning presence with leadership roles, and building cohesive teams in high-stakes environments. Through real-world examples, this episode offers practical guidance for enhancing leadership skills across fields.

Lieutenant General Hertling is a West Point graduate, former Commander of U.S. Army Europe, and a combat veteran of three wars. He is highly decorated, with honors including four Bronze Stars and a Purple Heart. After retiring, he earned a doctorate in business administration and transitioned to healthcare leadership, culminating in his book Growing Physician Leaders: Empowering Doctors to Improve Our Healthcare.

Key Takeaways:

• Continuous Self-Assessment: Leaders must regularly evaluate their character, presence, and intellect to maintain alignment with their values and roles.
• Influence Techniques: Effective leadership hinges on the ability to influence and understand the motivations of team members, rather than exerting external motivation.
• Communication is Key: Both what leaders say and how they are perceived are crucial. Emotional intelligence and impactful communication strategies are essential for effective leadership.
• Building Teams: Successful teams are forged through understanding individual member's strengths, motivations, and fostering a collaborative environment.
• Serendipity and Success: The confluence of preparation, being in the right position, and seizing opportunities often defines a leader’s journey and their impact.

Resources:

General Mark Hertling's Book: Growing Physician Leaders | https://a.co/d/i7M9bg6

General Mark Hertling’s LinkedIn: https://www.linkedin.com/in/mark-hertling-dba-57987066/

Women in Medicine Initiative: http://womeninmedicine.org/

Dr. Tom Collins' LinkedIn: https://www.linkedin.com/in/tomcollinsmd/

In this conversation on @TheScienceofLeadership, Dr. Tom Collins and Dr. Justin Hamrick, Dr. Collins discuss the importance of caring in leadership. They define caring as both meeting needs (caring for) and forming emotional connections (caring about). Tom shares a story of a teacher who cared about him, illustrating how caring fosters trust. They address the misconception that caring isn’t essential in leadership, explaining its benefits: higher engagement, productivity, and morale, along with reduced turnover. Leaders show care by listening actively, getting to know team members personally, and making them feel valued and supported.

Key concepts covered in this episode include leadership, caring, trust, needs, emotional connection, well-being, effective leadership, meeting needs, support, personal connection, engagement, productivity, collaboration, morale, and turnover.

Takeaways

• Caring in leadership involves both caring for someone (providing for their needs) and caring about someone (emotional connection and interest in their well-being).
• Exceptional leadership requires both forms of caring.
• Caring builds trust, and trust is essential for effective leadership.
• Not caring about the people we lead can lead to attrition and a lack of trust.
• Practical ways to demonstrate care as a leader include asking about personal concerns, showing interest in their well-being, and investing time and effort in understanding and supporting them. Caring for and caring about team members are both essential aspects of effective leadership.
• Caring for others involves meeting their needs and supporting them in their work.
• Caring about others means getting to know them on a personal level and understanding their experiences and hardships.
• Genuine care from leaders leads to increased engagement, productivity, collaboration, morale, and reduced turnover.

Key References

• Goleman, D., "Leadership That Gets Results," Harvard Business Review, 2000
• Nguyen, M. T. & Trepanier, S., "The Impact of Leadership on Employee Retention," Human Resources Quarterly, 2020
• Reilly, K. K., Zhou, S., & Wong, L. "Leadership and Workplace Engagement," Journal of Organizational Behavior, 2021
• Gallup, "State of the American Workplace," Gallup Research, 2017
• De Vries, R., Bakker-Pieper, A., & Oostenveld, W. "Leadership, Communication, and Team Collaboration," Journal of Applied Psychology, 2016
• Society for Human Resource Management, "The Influence of Empathetic Leadership on Workplace Morale," 2022
• Seppala, E., "The Power of Compassionate Leadership," Yale School of Management, 2018

In this episode of  @TheScienceofLeadership  Dr. Collins sits down with renowned General Barry McCaffrey to discuss the powerful impacts that occur when we appreciate those we lead. General McCaffrey shares insights on why recognizing and valuing team members is crucial, the impact of small acts of praise, and the importance of leading from the front. He recalls a Vietnam story illustrating servant leadership, with leaders eating last and going first into battle. Dr. Collins highlights the Four Cs of Leadership—Character, Competence, Caring, and Communication—and how these principles apply across fields. Key themes include appreciation, servant leadership, and recognition.

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.

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.

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

In this episode of @TheScienceofLeadership Tom Collins engages with Dr. Rich Arvey to explore the age-old debate of whether leaders are born or made. Dr. Arvey shares insights from his pioneering research in behavioral genetics, focusing on how individual experiences and genetic predispositions contribute to leadership ability. The discussion delves into the results of twin studies, weaving a fascinating narrative about the sum of genetic and experiential factors in leadership development.

Dr. Arvey is a highly respected figure in the field of organizational psychology and leadership genetics, has spent decades meticulously researching the interplay between genetic predispositions and environmental influences in the development of leadership qualities.

During the podcast, Dr. Arvey emphasized that leadership potential results from both genetic and environmental factors. "Bottom line is that of course it's both, both genetic and environmental influences," he explained. According to study findings, about 30% of leadership potential could be attributed to genetics according to Dr. Arvey's research: "We found there is a 30% of the variation in job satisfaction among people as a genetic component." This statement signifies that while nature plays a substantial role, the bulk of leadership attributes remains shaped by nurture, accounting for 70% of the developmental spectrum.

Takeaways:

• Leadership is influenced by both genetic and environmental factors, with around 30% of leadership variation attributable to genetics.

• Intelligence and unique individual experiences play crucial roles in a person's capacity to move into leadership roles.

• Environmental details, such as education and work experiences, significantly shape leadership capabilities.

• Research suggests that genetics might impact leadership indirectly, mediated by factors like personality and intelligence rather than directly determining leadership potential.

• There is no single "leadership gene," and genetic studies generally provide correlations rather than causal evidence.

References

Arvey, R. D., Rotundo, M., Johnson, W., Zhang, Z. & McGue, M. (2006). The determinants of leadership role occupancy: Genetic and personality factors. The Leadership Quarterly, 17(1), 1–20. https://doi.org/10.1016/j.leaqua.2005.10.009

Arvey, R. D., Zhang, Z., Avolio, B. J. & Krueger, R. F. (2007). Developmental and Genetic Determinants of Leadership Role Occupancy Among Women. Journal of Applied Psychology, 92(3), 693–706. https://doi.org/10.1037/0021-9010.92.3.693

Boerma, M., Coyle, E. A., Dietrich, M. A., Dintzner, M. R., Drayton, S. J., Early, J. L., Edginton, A. N., Horlen, C. K., Kirkwood, C. K., Lin, A. Y. F., Rager, M. L., Shah-Manek, B., Welch, A. C. & Williams, N. T. (2017). Are outstanding leaders born or made? American Journal of Pharmaceutical Education, 81(3), 58. https://doi.org/10.5688/ajpe81358

Chaturvedi, S., Arvey, R. D., Zhang, Z. & Christoforou, P. T. (2011). Genetic Underpinnings of Transformational Leadership. Journal of Leadership & Organizational Studies, 18(4), 469–479. https://doi.org/10.1177/1548051811404891

Chaturvedi, S., Zyphur, M. J., Arvey, R. D., Avolio, B. J. & Larsson, G. (2012). The heritability of emergent leadership: Age and gender as moderating factors. The Leadership Quarterly, 23(2), 219–232. https://doi.org/10.1016/j.leaqua.2011.08.004

Johnson, A. M., Vernon, P. A., Harris, J. A. & Jang, K. L. (2004). A Behavior Genetic Investigation of the Relationship Between Leadership and Personality. Twin Research, 7(1), 27–32. https://doi.org/10.1375/twin.7.1.27

Johnson, A. M., Vernon, P. A., McCarthy, J. M., Molson, M., Harris, J. A. & Jang, K. L. (1998). Nature vs nurture: Are leaders born or made? A behavior genetic investigation of leadership style. Twin Research, 1(4), 216–223. https://doi.org/10.1375/twin.1.4.216

Li, W.-D., Arvey, R. D., Zhang, Z. & Song, Z. (2012). Do leadership role occupancy and transformational leadership share the same genetic and environmental influences? The Leadership Quarterly, 23(2), 233–243. https://doi.org/10.1016/j.leaqua.2011.08.007

Li, W.-D., Wang, N., Arvey, R. D., Soong, R., Saw, S. M. & Song, Z. (2015). A mixed blessing? Dual mediating mechanisms in the relationship between dopamine transporter gene DAT1 and leadership role occupancy. The Leadership Quarterly, 26(5), 671–686. https://doi.org/10.1016/j.leaqua.2014.12.005

Neve, J.-E. D., Mikhaylov, S., Dawes, C. T., Christakis, N. A. & Fowler, J. H. (2013). Born to lead? A twin design and genetic association study of leadership role occupancy. The Leadership Quarterly, 24(1), 45–60. https://doi.org/10.1016/j.leaqua.2012.08.001

Niccol, A. (1997). Gattaca. Columbia Pictures.

In this episode of  @TheScienceofLeadership  Tom Collins interviews renowned leadership and change expert Dr. Richard Boyatzis. Dr. Boyatzis shares his extensive research on leadership and change, emphasizing the importance of emotional intelligence and resonant leadership. He discusses his journey from engineering to psychology, the significance of relationships in leadership, and the practical steps leaders can take to foster change and resilience in their teams. Through case studies and personal anecdotes, Dr. Boyatzis illustrates how effective, resonant leadership is rooted in shared vision, compassion, and the ability to inspire others.

Dr. Boyatzis earned his bachelors in aeronautics and astronautics at MIT, then his masters and PhD in Social Psychology from Harvard. He is currently a Distinguished University Professor at Case Western Reserve. He is an international authority on emotional intelligence, leadership, and change. His groundbreaking work has shaped how we think about guiding others through change. He has won numerous awards for his work. He has published multiple New York Times bestselling books on leadership and is soon to publish his new book, The Science of Change.

Key concepts in this episode include leadership, change, emotional intelligence, resonant leadership, intentional change theory, organizational change, leadership development, Dr. Richard Boyatzis, science of change, and leadership strategies.

Takeaways

• Leadership is fundamentally about relationships, not just authority.

• Emotional intelligence plays a crucial role in effective leadership.

• Resonant leadership fosters a positive emotional climate in organizations.

• Vision and purpose are essential for motivating teams.

• Dissonant leadership can lead to disengagement and lack of innovation.

• Positive emotional contagion can inspire teams to achieve more.

• Effective leaders focus on development alongside performance.

• Engagement numbers are higher in organizations that prioritize development.

• Leaders must reflect on their own motivations to inspire others. 

References

• Boyatzis, R. (2024). The Science of Change. Oxford, UK: Oxford University Press.

• Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership. Boston: Harvard Business Review Press.

• Boyatzis, R. E. (2006). Intentional change theory from a complexity perspective. Journal of Management Development 25(7), 607-623.

• Boyatzis, R., & McKee, A. (2005). Resonant Leadership. Boston: Harvard Business Review Press.

• Boyatzis, R., Smith, M., & Van Oosten, E. (2019). Helping People Change. Boston: Harvard Business Review Press.

• Kotter, J. P. (1996). Leading Change. Boston: Harvard Business Review Press.

In this episode of @TheScienceofLeadership, Dr. Tom Collins and Dr. Justin Hamrick discuss the importance of character in leadership. They define character as who you are and how you manifest yourself to the world. They explore the dual nature of character, which includes how you interact with yourself and how you interact with others. They emphasize the need for leaders to be able to lead themselves before they can effectively lead others. They also discuss the role of honesty and integrity in leadership and how leaders with good character are more likely to be trusted and followed. They provide practical tips for improving character, such as journaling, seeking accountability, and practicing virtues.

Key ideas covered in this episode include character, leadership, self-awareness, integrity, honesty, virtues, self-discipline, and accountability.

Takeaways

• Character is the bedrock of leadership and encompasses how you manifest yourself to the world.

• Leaders must be able to lead themselves before they can effectively lead others.

• Honesty and integrity are essential virtues for leaders and contribute to trust and followership.

• Improving character requires self-awareness, accountability, and practice of virtues.

• Leaders with good character are more likely to be successful and have a positive impact.

Key References

• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217.

• Ciulla, J. B. (2014). Ethics, the Heart of Leadership (3rd ed.). Praeger.

• Burns, J. M. (1978). Leadership. Harper & Row.

• George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering Your Authentic Leadership. Harvard Business Review, 85(2), 129-138.

• Gini, A. (2004). Ethics and Leadership. Business and Society Review, 109(3), 325-342.

• 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.

• Luthans, F., & Avolio, B. J. (2003). Authentic Leadership: A Positive Developmental Approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline (pp. 241-261). Berrett-Koehler.

• Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128-142.

• Peterson, C., & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification. Oxford University Press.

Book References

Kouzes, J. M., & Posner, B. Z. (2021). Everyday People, Extraordinary Leadership. Wiley, Hoboken, NJ. ISBN-13: ‎ 978-1119687016 Sun-Tzu. (2003). The Art of War (J. Minford, Ed.). Penguin Books. New York. ISBN: 978-0140439199

In this episode of @TheScienceofLeadership Tom Collins engages in a thought-provoking conversation with leadership scientist and expert Dr. Stefanie Johnson about gender-related variations in leadership. They explore the nuances of how men and women lead, the perceptions surrounding these differences, and the impact of societal expectations on leadership effectiveness. The discussion delves into the Pygmalion effect, the importance of inclusion, and practical strategies for fostering diverse leadership environments. Dr. Johnson emphasizes the need for organizations to recognize the value of different perspectives and the importance of developing leadership skills across all genders.

Dr. Johnson is the Director of the University of Colorado Boulder’s Center for Leadership and an Associate Professor in the Leeds School of Business. She has published numerous scientific papers on leadership and is the author of the Wall Street Journal Best Seller, Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams.

Key concepts in this episode include gender in leadership, leadership styles, Pygmalion effect, inclusion, gender equity, leadership development, perceptions of leadership, selection bias, women in leadership, and leadership effectiveness.

Key Takeaways

- There are minimal differences in leadership styles between genders.

- Perceptions of leadership often overshadow actual differences in behavior.

- The Pygmalion effect illustrates how expectations influence performance.

- Women face greater scrutiny and expectations in leadership roles.

- Selection bias affects who gets promoted into leadership positions.

- Leadership can be learned and developed over time.

- Inclusion leads to better outcomes in organizations.

- Diverse teams are more innovative and effective.

- Expectations for female leaders can be a double-edged sword.

- Building relationships is crucial for effective leadership.

Sound Bites

"There's really very little difference in how men and women lead."

"We believe there's a big difference."

"People behave as we expect them to behave."

Key References:

Johnson, S. K. (2020). Inclusify: The power of uniqueness and belonging to build innovative teams. New York: HarperBusiness.

Gender has little to no relationship with leadership style and effectiveness

• Dobbins, G. H., & Platz, S. J. (1986). Sex differences in leadership: How real are they? Academy of Management Review, 11, 118-127.
• Kaiser, R. B., & Wallace, W. T. (2016). Gender bias and substantive differences in ratings of leadership behavior: Toward a new narrative. Consulting Psychology Journal: Practice and Research, 68, 72-98.
• Powell, G. N. (1990). One more time: Do female and male managers differ? Academy of Management Executive, 4, 68-75.
• van Engen, M. L., van der Leeden, R., Willemsen, T. M. (2001). Gender, context and leadership styles: A field study. Journal of Occupational and Organizational Psychology, 74, 581-598.

Men and women are equally effective, but are more effective in leadership roles congruent with their gender

• Eagly, A. H., Karau, S. J., Makhijani, M. G. (1995). Gender and the effectiveness of leaders: A meta-analysis. Psychological Bulletin, 117, 125-145.

Women are viewed as better leaders

• Zenger, J., & Folkman, J. (2012). Are women better leaders than men? Harvard Business Review. https://hbr.org/2012/03/a-study-in-leadership-women-do
• Zenger, J., & Folkman, J. (2019). Research: Women score higher than men in most leadership skills. Harvard Business Review. https://hbr.org/2019/06/research-women-score-higher-than-men-in-most-leadership-skills

Women lead in a more democratic or participative manner

• Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108, 233-256.
• van Engen, M., & Willemsen, T. M. (2004). Sex and leadership styles: A meta-analysis of research published in the 1990s. Psychological Reports, 94, 3-18.

Women tend to emphasize social values that promote others’ welfare to a greater extent than men

• Schwarz, S. H., & Rubel, T. (2005). Sex differences in value priorities: Cross-cultural and multimethod studies. Journal of Personality and Social Psychology, 89, 1010-1028.

Women tend to be more transformational than men

• Eagly, A. H., Johannesen-Schmidt, M. C., van Engen, M. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.